CB银行柜员绩效评价研究

发布时间：2018-07-27 21:33

【摘要】：近年来，特别是入世以来，我国银行业的经营发展逐渐与国际接轨，走出去步伐加快，在国际金融市场上的综合竞争力显著增强。在肯定进步的同时，不可忽视的压力和竞争伴随而来，特别是外资银行准入门槛降低，其对国内市场竞争格局的影响不可小觑。此外，国内银行面临转变发展方式、探索可持续发展之路的压力和困惑。如何提升运营效率、更好地提升综合竞争力是国内银行的共同课题。在银行内部，柜员是其基本的细胞单元，在其人员构成中占比超过70%。柜员在银行与客户接触的桥梁，代表着银行的形象和实力，其表现关系着银行的长远发展。目前，银行柜员的待遇已经普遍提高，但仍存在人员流动性强、工作积极性难以调动的问题。国内外专家研究发现，上述问题产生根源之一就是银行对员工绩效评价工作重视程度不够，柜员的工作热情没有得到有效地调动。所以，完善银行柜员的绩效评价体系，发挥柜员的价值，同时强化监督约束，最终实现银行经营发展战略目标，，是本文的出发点和落脚点。鉴于目前商业银行柜面人员的绩效评价尚处于探索和尝试阶段，本文以CB银行LC支行为典型，在深入研究领会平衡计分卡法、目标管理法、360度绩效评价法、KPI指标法的基础上，结合CB银行LC支行现状，全方位地分析LC支行绩效评价现状，并从评价指标主观性太强、激励约束机制设置不合理、评价指标与工作成绩关联度不高等方面，揭示了其在绩效评价方面问题的根源。针对上述问题，本文分别从评价过程流于形式、缺乏及时有效的工作分析和岗位职责、评价过程中控制与沟通存在不足、战略导向不明确、管理信息化水平不适应绩效评价工作需要等方面进行了原因剖析。在此基础上，本文阐述了重新设计员工绩效评价方案的可行性和必要性，并提出了员工绩效评价方案在设计过程中，应坚持激励有效、约束有力、适度倾斜、兼顾效率公平四个总体原则。为增加分析的实用性，本文根据目前银行的岗位设置，区分开放式柜面人员和封闭式柜面人员两类进行绩效评价设计。本文进而分别针对不同的柜员，设计了核心指标体系和其他指标体系。核心指标体系突出银行对柜员创利和增效方面的要求，以销售量、业务量、客户维护等关键指标为主体；其他指标体系体现了银行对柜员服务质量、风险控制等方面的要求。在研究过程中，本文充分考虑了评价指标的权重、计算方法、数据来源等方面的问题，最终设计出了较为完善的绩效评价方案体系。为了便于理解和操作，本文进行了举例说明，并提出了该方案实施过程中的注意事项。本文强调了理论与实践相结合的设计理念，一方面，积极推动柜员绩效评价体系在CB银行系统内的广泛应用；另一方面，为建立国内商业银行柜员绩效评价范本贡献一份力量。
[Abstract]:In recent years, especially since China's entry into WTO, the management and development of China's banking industry are gradually in line with international standards, the pace of going out has been accelerated, and the comprehensive competitiveness in the international financial market has been significantly strengthened. At the same time, the pressure and competition must not be ignored, especially the lower entry threshold of foreign banks, which can not be underestimated on the domestic market competition pattern. In addition, domestic banks are faced with the pressure and confusion of changing the way of development and exploring the road of sustainable development. How to improve the operational efficiency and enhance the comprehensive competitiveness is a common topic for domestic banks. Inside the bank, tellers are its basic cell unit, accounting for more than 70 percent of its workforce. The bridge between tellers and customers represents the image and strength of the bank, and its performance is related to the long-term development of the bank. At present, the treatment of bank teller has been generally improved, but there is still the problem of strong mobility and hard to mobilize the enthusiasm of work. Experts at home and abroad found that one of the root causes of these problems is that banks do not pay enough attention to employee performance evaluation and the enthusiasm of tellers has not been effectively mobilized. Therefore, perfecting the performance evaluation system of bank teller, giving play to the value of teller, strengthening supervision and restriction, and finally realizing the strategic goal of bank management and development are the starting point and foothold of this paper. In view of the fact that the performance evaluation of bank teller is still in the stage of exploration and trial, this paper takes LC Branch of CB Bank as a typical example, on the basis of deeply studying and understanding the balanced Scorecard method, the objective Management method and the 360-degree performance Evaluation method and KPI Index method. Combined with the current situation of LC Branch of CB Bank, the paper analyzes the present situation of performance evaluation of LC Branch in all directions, and analyzes the evaluation index from the following aspects: the subjectivity of evaluation index is too strong, the setting of incentive and restraint mechanism is unreasonable, the correlation degree between evaluation index and work achievement is not high, etc. It reveals the root of the problem in performance evaluation. In view of the above problems, this paper respectively from the evaluation process is a mere formality, lack of timely and effective job analysis and job responsibilities, lack of control and communication in the evaluation process, strategic direction is not clear, This paper analyzes the reasons why the level of management information can not meet the needs of performance evaluation. On this basis, this paper expounds the feasibility and necessity of redesigning employee performance evaluation scheme, and points out that in the design process of employee performance evaluation scheme, we should insist on effective motivation, strong restraint and moderate inclination. Take into account the four general principles of efficiency and fairness. In order to increase the practicability of the analysis, this paper distinguishes the open counter personnel from the closed cabinet person according to the present bank post setting, carries on the performance appraisal design. Then, this paper designs the core index system and other index system for different tellers. The core index system highlights the bank's requirements for teller profit creation and efficiency, with sales volume, business volume, customer maintenance and other key indicators as the main body; other indicators system reflects the bank's requirements for teller service quality, risk control and so on. In the process of research, this paper fully considered the weight of evaluation index, calculation method, data source and so on, and finally designed a more perfect performance evaluation scheme system. In order to be easy to understand and operate, this paper gives some examples and points for attention in the implementation of the scheme. This paper emphasizes the design idea of combining theory with practice. On the one hand, it actively promotes the wide application of teller performance evaluation system in CB banking system; on the other hand, it contributes to the establishment of domestic commercial bank teller performance evaluation model.
【学位授予单位】：中国海洋大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.2

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