首页 >  华体汇app安卓下载专栏 >  组织 >  机构类型 >  分支机构 >  交通银行DQ分行客户经理绩效考核方案的改进研究

交通银行DQ分行客户经理绩效考核方案的改进研究

热门搜索
华体汇app安卓下载大小:1901KB(压缩后)
文档格式:WinRAR
华体汇app安卓下载语言:中文版/英文版/日文版
支持系统:Win9X/XP/Vista/7/8/10
解压密码:m448
更新时间:2020/10/17

类型:金牌华体汇app安卓下载
积分:--
推荐:升级会员

   ==>> 点击下载文档


内容简介
目前我国商业银行推出的产品服务同质化程度较高,因此人才资源是目前商业银行 竞争的重中之重。而客户经理更是商业银行人才资源的重要组成,如何对客户经理进行 有效的绩效考核以调动工作积极性,被更多的商业银行所重视。 本文以交通银行 DQ 分行客户经理绩效考核方案为研究对象。运用文献研究法,介 绍了绩效考核的相关概念、绩效考核的程序及主要方法。阐述了交通银行 DQ 分行概况, 交通银行 DQ 分行客户经理绩效考核现行方案,通过对交通银行 DQ 分行客户经理绩效 考核现状进行访谈,分析交通银行 DQ 分行客户经理绩效考核现行方案存在的问题,具 体表现在:客户经理绩效考核指标不够细化、绩效考核结果兑现方式不完善、绩效考核 流程不够规范。依据交通银行 DQ 分行客户经理绩效考核方案改进的思路与原则,提出 具体的改进设计,主要包括:DQ 分行客户经理绩效考核指标的改进设计、绩效考核结 果兑现方式的改进设计、绩效考核流程的改进设计。为使改进设计能够顺利实施,提出 具体的实施保障,主要包括制度保障、组织保障、技术保障与文化保障。对交通银行 DQ 分行客户经理绩效考核方案的改进研究,有利于帮助交通银行 DQ 分行客户经理对 当前市场环境做出更加正确的判断,同时有助于客户经理工作积极性的提高,促使交通 银行 DQ 分行实现稳健经营的目标。 关键词:交通银行;客户经理;绩效管理;绩效考核东北石油大学 MBA 学位报告 III Research on improving performance appraisal of Customer Manager in DQ Branch of BOCM ABSTRACT At present, China's commercial banks launched a high degree of homogeneity of products and services, so the human resource is the current commercial bank competition priority among priorities. While the account manager is an important component of human resources of commercial banks, how to make effective performance assessment of the client manager to mobilize the work enthusiasm, is more valued by commercial banks. This paper takes the performance appraisal plan of traffic bank DQ branch customer Take the manager as the research object. First of all, using the method of literature, introduces the relevant concepts of performance and performance appraisal, performance appraisal program, and the main methods of performance appraisal.Secondly, this paper expounds the general situation of traffic bank DQ branch, Bank of communications DQ branch customer manager performance appraisal current plan, traffic through the DQ branch of bank customer manager performance appraisal situation interview, analysis of the existing traffic bank DQ branch customer manager performance appraisal of the current scheme, specific performance in: evaluation indexes are not detailed enough, the results of customer manager performance appraisal cash the way is not perfect, the performance appraisal process is not standard.On the basis of fairness and justice, operability, dynamic adjustment, the principle of system, put forward specific improvement scheme, including the following three aspects: improving the design of performance evaluation indicators, performance evaluation results to improved design methods, improved design of the performance appraisal process. In order to make the improvement plan can be implemented smoothly, put forward specific the implementation of security, including system security, organizational security, technology security, cultural security.Improvement research on manager performance appraisal scheme of customers, can be expected and competition needs banks to deal with the signal blue ocean market effectively passed to the customer manager, to help the traffic bank DQ Branch Account Manager for the current severe market environment to make more correct judgment, to improve the work enthusiasm of the customer manager, has stable operation to enhance the local DQ branch of Bank of communications.东北石油大学 MBA 学位报告 IV Key Words: Bank of Communications; Customer Manager; performance mangement; performance appraisal目 录 V 目 录 摘要.........................................................................................................................................II ABSTRACT..............................................................................................................................III 第 1 章 绪 论............................................................................................................................1 1.1 研究背景与意义...........................................................................................................1 1.1.1 研究背景............................................................................................................1 1.1.2 研究意义............................................................................................................1 1.2 国内外研究现状...........................................................................................................2 1.2.1 国外研究现状....................................................................................................2 1.2.2 国内研究现状....................................................................................................3 1.2.3 研究现状评述....................................................................................................4 1.3 研究内容与方法............................................................................................................4 1.3.1 研究内容.............................................................................................................4 1.3.2 研究方法.............................................................................................................4 第 2 章 相关基本概念................................................................................................................6 2.1 绩效考核相关概念........................................................................................................6 2.1.1 绩效考核的概念.................................................................................................6 2.1.2 绩效考核的作用.................................................................................................6 2.2 绩效考核的程序............................................................................................................6 2.3 绩效考核的主要方法....................................................................................................7 2.4 本章小结........................................................................................................................9 第 3 章 交通银行 DQ 分行客户经理绩效考核现行方案及存在问题..................................10 3.1 交通银行 DQ 分行概况..............................................................................................10 3.1.1 交通银行 DQ 分行基本情况...........................................................................10 3.1.2 交通银行 DQ 分行客户经理概况...................................................................10 3.1.3 交通银行 DQ 分行客户经理层级分类情况...................................................13 3.2 交通银行 DQ 分行客户经理绩效考核现行方案......................................................14 3.3 交通银行 DQ 分行客户经理绩效考核现状访谈......................................................18 3.3.1 绩效考核访谈对象...........................................................................................18 3.3.2 绩效考核访谈内容...........................................................................................19 3.4 交通银行 DQ 分行客户经理绩效考核现行方案存在的问题..................................19 3.4.1 客户经理绩效考核指标不够细化..................................................................20东北石油大学 MBA 学位报告 VI 3.4.2 客户经理绩效考核结果兑现方式不完善......................................................20 3.4.3 客户经理绩效考核流程不够规范..................................................................21 3.5 本章小结.....................................................................................................................21 第 4 章 DQ 分行客户经理绩效考核方案的改进设计...........................................................23 4.1 DQ 分行客户经理绩效考核方案改进的思路与原则...............................................23 4.1.1 DQ 分行客户经理绩效考核方案改进的思路................................................23 4.1.2 DQ 分行客户经理绩效考核方案改进的原则................................................24 4.2 DQ 分行客户经理绩效考核指标的改进设计...........................................................24 4.2.1 细化 DQ 分行客户经理绩效考核指标...........................................................25 4.2.2 增加 DQ 分行客户经理定性考核指标...........................................................28 4.3 DQ 分行客户经理绩效考核结果兑现方式的改进设计...........................................31 4.3.1 改进客户经理绩效考核结果的兑现方式.......................................................31 4.3.2 设立客户经理专项奖励...................................................................................31 4.4 DQ 分行客户经理绩效考核流程的改进设计...........................................................32 4.4.1 规范前期工作和考核相关流程.......................................................................32 4.4.2 增加对客户经理绩效考核结果的利用...........................................................32 4.5 本章小结.....................................................................................................................33 第 5 章 交通银行 DQ 分行客户经理绩效考核改进方案的实施保障..................................34 5.1 制度保障......................................................................................................................34 5.2 组织保障......................................................................................................................34 5.3 技术保障......................................................................................................................35 5.4 文化保障......................................................................................................................35 5.5 本章小结......................................................................................................................36 结 论....................................................................................................................................37

版权所有: 华体汇app下载©2005-2022 客服电话: 0411-88895936 18842816135

华体汇app下载