X银行某分行客户经理绩效考核体系构建

发布时间：2018-01-11 21:29

本文关键词：X银行某分行客户经理绩效考核体系构建　出处：《西南交通大学》2017年硕士论文　论文类型：学位论文

【摘要】：在当今的经济形势之下随着金融改革的不断深入,现有的经济市场发生了翻天覆地的变化,原有的市场被打破竞争更加白日化。而银行业作为智力密集型行业,在这样的背景之下,同行之间的竞争也更加激烈,特别是对于优质客户的争夺以及客户忠诚度的提升更是竞争的关键。而在银行的竞争中,客户作为银行最为宝贵的资源,对其多元化以及动态化需求的衡量是关键,因此客户经理作为特殊的存在,不仅能够为客户提供恰当符合需求的金融产品或者组合,同时能够提供细分的差异化服务给各种不同的客户。绩效考核作为人力资源管理的一个重要方面,不仅能够对员工的工作情况进行有效的衡量,同时还能够通过一系列指标的制定让充分调动起工作人员的积极性与主动性,极大的激发起他们的工作热情以及创新精神。对于银行的客户经理来说也是一样,制定出科学的绩效考核指标体系,有效的衡量他们的业务拓展以及客户服务水平,对于银行整体盈利能力的提高都有着重大的意义。因此,在本文的研究中,主要以客户经理绩效考核相关概念以及理论基础的梳理为基础,通过对客户经理在商业银行发展中的特殊地位以及X银行某分行(以下简称X分行)客户经理绩效考核的现状分析,以X分行实际的调研数据为出发点,找出客户经理条线绩效考核中存在的问题,进而以平衡计分卡(CBSC)与关键业绩指标(KPI)为主要的工具,构建出商业银行客户经理条线绩效考核体系,最终提出在X分行中,客户经理条线绩效考核体系构建的具体策略。
[Abstract]:Under the current economic situation, with the deepening of financial reform, the existing economic market has undergone tremendous changes, the original market has been broken the competition more day by day. And the banking industry as an intelligence-intensive industry. In this context, the competition between peers is also more intense, especially for high-quality customers and customer loyalty is the key to the competition. And in the competition of banks. As the most valuable resource of the bank, the measurement of the diversification and dynamic demand of the customer is the key, so the account manager as a special existence. Not only can provide customers with appropriate financial products or combinations to meet the needs, but also can provide subdivision of differentiated services to different customers. Performance appraisal as an important aspect of human resources management. Not only can the staff work effectively measure, but also through a series of indicators to fully mobilize the enthusiasm and initiative of staff. It greatly inspires their work enthusiasm and innovative spirit. The same is true for the bank's customer managers, to develop a scientific performance appraisal index system. Effective measurement of their business expansion and customer service level, for the overall profitability of banks are of great significance. Therefore, in this study. Mainly based on the related concepts and theoretical basis of customer manager performance appraisal. Through the analysis of the special position of the customer manager in the development of commercial bank and the current situation of the performance appraisal of the customer manager in a branch of X bank (hereinafter referred to as X branch), this paper takes the actual investigation data of X branch as the starting point. Find out the problems existing in the performance appraisal of customer manager line, and then take the balanced scorecard (CBSCC) and the key performance index (KPI) as the main tools. Finally, this paper constructs a line performance appraisal system of customer manager in commercial bank, and finally puts forward the concrete strategy of constructing the line performance appraisal system of customer manager in X branch.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33

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