江西银行对公客户经理绩效考核优化研究

发布时间：2019-01-26 08:43

【摘要】：随着外资银行在国内市场和城市商业银行的快速崛起,股份制商业的银行加入四大国有银行打破了主导世界的格局,为抢占一个地方在金融全球化市场,商业银行加快金融改革,使自己在金融市场上更具竞争优势。我国的金融市场愈发的开放,很多全球顶级的外资银行也开始逐步进入我国的市场上,例如渣打银行以及汇丰银行和花旗银行等等,国内商业银行也在全国开设分行。近几年,民营银行获得银监会的批复,目前已有天津金城银行、上海华瑞银行、深圳前海微众银行、、温州民商银行、等几家民营银行将陆续正式对外营业,且当前向银监会发出申请的民营银行多达40多家。加上互联网金融快速的占领了银行领域的市场,余额宝就是一个经典的案例,严重冲击了以往的银行业,使其面对严峻的压力。从中我们能够知道,银行业已进入竞争白热化阶段。面对如此激烈的竞争,商业银行开始意识到,不完成改革,转型,将在金融市场逐步被吞没淘汰。这就意味着商业银行在原有的广泛管理上进行精细化管理,借助合理的适用的考核系统构建一个优质的工作团队,激发每个员工的长处,使业务绩效得以快速增长,增加企业的核心竞争力。绩效考核体系作为人力资源管理的核心,在员工的工作积极性和积极性中起着决定性的作用,对企业竞争优势的形成具有深远的战略意义。在目前商业银行的快速扩张和业务规模的情况下,现有的人力资源管理模式已经无法适应规模扩大和经济增长战略。科学、完善、合理的绩效考核体系不仅可以帮助企业吸引人才,保留现有员工,更有利于提升整体经营绩效和竞争力。为了确保员工以最大的热情进入银行市场的斗争,开发科学,完善,合理的绩效考核体系已成为当务之急。本文将以江西银行对公客户经理现有考核方案为研究对象,通过对对公客户经理的岗位职责要求和现行考核方案中考核内容的分析,发掘当前考核方案在客户经理引入退出机制、定岗定薪机制、评级评档机制、考核指标和考核方法设置的科学性、客户经理业绩考核规划的落实性、以及构建业绩激励体制等层面出现的缺陷和不足,并对上述问题的原因逐一分析阐述
[Abstract]:With the rapid rise of foreign banks in the domestic market and urban commercial banks, joint-stock commercial banks joined the four major state-owned banks to break the dominant world pattern, in order to seize a place in the financial globalization market. Commercial banks speed up financial reform and make themselves more competitive in the financial market. China's financial market is becoming more open, and many of the world's top foreign banks have gradually entered the Chinese market, such as Standard Chartered Bank, HSBC and Citibank, and domestic commercial banks have opened branches throughout the country. In recent years, private banks have received approval from the CBRC. At present, several private banks, such as Tianjin Jincheng Bank, Shanghai Huarui Bank, Shenzhen Qianhai WeBank, Wenzhou Civil and Commercial Bank, and other private banks, will be officially operating outside the country one after another. And the current application to the CBRC as many as 40 private banks. Coupled with the rapid occupation of the banking market by Internet finance, Yu'e Bao is a classic case, which has seriously impacted the banking industry in the past and made it face severe pressure. From this we can know that the banking industry has entered the stage of intense competition. In the face of such fierce competition, commercial banks begin to realize that if the reform is not completed, the transformation will be gradually swallowed up and eliminated in the financial market. This means that commercial banks in the original extensive management of fine management, with the help of a reasonable and applicable assessment system to build a high-quality work team, stimulate the strengths of each employee, so that business performance can grow rapidly. Increase the core competitiveness of enterprises. As the core of human resource management, performance appraisal system plays a decisive role in the enthusiasm and enthusiasm of employees, and has far-reaching strategic significance for the formation of competitive advantage of enterprises. At present, with the rapid expansion of commercial banks and business scale, the existing human resource management model has been unable to adapt to the expansion of scale and economic growth strategy. Scientific, perfect and reasonable performance appraisal system can not only help enterprises attract talents, retain existing staff, but also promote overall management performance and competitiveness. In order to ensure that employees enter the banking market with the greatest enthusiasm the development of a scientific perfect and reasonable performance appraisal system has become a top priority. This article will take Jiangxi bank to the public account manager's present examination plan as the research object, through to the public account manager's post duty request and the present appraisal plan examination content analysis, To explore the scientific nature of the current assessment scheme in introducing exit mechanism, fixed salary mechanism, rating and file evaluation mechanism, assessment index and assessment method, and the implementation of the performance appraisal plan for the customer manager. As well as the defects and deficiencies in the construction of performance incentive system, and the reasons for the above problems are analyzed and explained one by one.
【学位授予单位】：江西师范大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33;F274

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