II 论文题目：农业银行 W 支行柜员绩效考核体系研究 专 业：工商管理 硕 士 生：翟文静（签名）_____________ 导 师：石冬莲（签名）_____________ 摘要 当前世界经济全球化和金融一体化程度不断增强，金融行业日益开放，国内传统银行 业面临市场竞争越发激烈，市场份额不断缩小，业务发展步履维艰，加之金融监管政策日 趋严格，银行业务要求越来越规范、越来越复杂，商业银行间人员流动性不断增高。绩效 考核机制制定的是否科学合理直接影响着员工的工作心态。如果考核机制不完善，对部门 的工作业绩会产生很大的影响，员工看不到成绩则会灰心离去，造成人才流失。 本文选题目的，在于将当前国内外先进的绩效考核理念方法引入到农业银行 W 支行柜 员绩效考核管理中，研究探索出一套适用于该金融机构的柜面人员绩效考核的实施方案。 使农业银行 W 支行在目前激烈的市场竞争中，能够快速提升人力资源管理水平，同时有效 提高企业业务发展效率，从而促进企业在新的市场环境下紧紧把握企业未来的发展趋势和 方向，实现企业在既定的轨道中发展并壮大。 文章对农业银行 W 支行柜员的绩效考核情况进行基础研究，通过采用文献研究、实地 调研、访谈及工作观察等方式，对其现有的绩效考核方法、指标、流程以及辅导与兑现等 方面进行分析，发现和总结出其绩效考核体系存在的问题和不足。运用目前国际先进的平 衡记分卡、目标管理法、KPI 绩效考核方法等，设计适用于农业银行 W 支行的绩效考核体 系，力求通过绩效考核充分调动柜面人员的积极性，为农业银行 W 支行业务发展奠定稳固 基础，为其战略目标达成提供有力保障。 关键词：绩效考核 柜员 农业银行 平衡记分卡 论文类型：应用研究英文摘要 III Subject ：Research on the Performance Appraisal System of the W Branch of Agricultural Bank of China Specialty ：BusinessAdministration Name ：Zhai Wenjing (signature) Instructor ：Shi Donglian (signature) ABSTRACT At present, the degree of world economic globalization and financial integration is increasing, the financial industry is opening up day by day, the domestic traditional banking industry is facing more and more fierce market competition, the market share is shrinking, the business development is difficult, coupled with the increasingly stringent financial supervision policy, the banking business requirements are becoming more standardized and more complex, and the liquidity of personnel among commercial banks is increasing. Whether the performance appraisal mechanism is formulated scientifically and reasonably directly affects the working attitude of employees. If the assessment mechanism is not perfect, it will have a great impact on the performance of the department. If employees can not see the results, they will be discouraged and leave, resulting in brain drain. The topic of this paper is to introduce the advanced performance appraisal concepts and methods at home and abroad into the performance appraisal management of the counter staff of W Branch of Agricultural Bank of China, and to explore a set of implementation schemes for the performance appraisal of counter staff in the financial institutions. In the current fierce market competition, the W Branch of Agricultural Bank of China can rapidly improve the level of human resources management, and effectively improve the efficiency of business development, so as to promote enterprises to firmly grasp the future development trend and direction of enterprises in the new market environment, and realize the development and growth of enterprises in the established track. This paper makes a basic research on the performance appraisal of the W branch of Agricultural Bank of China. By means of literature research, field research, interviews and work observation, it makes an analysis of the existing performance appraisal methods, indicators, processes, counseling and implementation, and finds out and summarizes the problems and shortcomings of the performance appraisal system. Applying the current international advanced balanced scorecard, target management method and KPI performance appraisal method, this paper designs a performance appraisal system suitable for the W Branch of Agricultural Bank of China, strives to fully mobilize the enthusiasm of counter personnel through performance英文摘要 IV appraisal, lays a solid foundation for the development of W Branch of Agricultural Bank of China, and provides a strong guarantee for its strategic objectives. Key words：Performance appraisal；Counter employee；Agricultural Bank of China; BSC Thesis：Application Research目 录 V 目 录 第一章 绪论................................................................................................................................... 1 1.1 研究背景与意义................................................................................................................... 1 1.1.1 研究背景........................................................................................................................ 1 1.1.2 研究目的及意义............................................................................................................ 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 1.3 研究内容及研究方法........................................................................................................... 5 1.3.1 研究内容........................................................................................................................ 5 1.3.2 研究方法........................................................................................................................ 6 1.4 创新点................................................................................................................................... 6 第二章 绩效考核体系相关理论基础........................................................................................... 7 2.1 绩效考核及绩效考核体系................................................................................................... 7 2.1.1 绩效考核的概念............................................................................................................ 7 2.1.2 绩效考核体系的概念.................................................................................................... 7 2.1.3 绩效考核与绩效考核体系的区别................................................................................ 8 2.2 绩效考核方法....................................................................................................................... 8 2.2.1 目标管理评价法............................................................................................................ 8 2.2.2 关键绩效指标（KPI 考核）.........................................................................................8 2.2.3 平衡计分卡.................................................................................................................... 9 第三章 农业银行 W 支行柜员绩效考核体系现状及问题........................................................11 3.1 农业银行 W 支行及柜员概况............................................................................................11 3.1.1 农业银行 W 支行概况.................................................................................................11 3.1.2 农业银行 W 支行柜员基本情况................................................................................12 3.2 农业银行 W 支行柜员绩效考核现状................................................................................15 3.2.1 W 支行柜员工作内容..................................................................................................15 3.2.2W 支行柜员工作特点...................................................................................................15 3.2.3 W 支行柜员绩效考核方法..........................................................................................17 3.2.4 W 支行柜员绩效考核指标..........................................................................................19 3.2.5 W 支行柜员绩效考核流程..........................................................................................20 3.2.6 W 支行柜员绩效考核辅导与兑现..............................................................................21 3.3 农业银行 W 支行柜员绩效考核体系存在的问题...........................................................21目 录 VI 3.3.1 绩效考核方法不合理................................................................................................. 21 3.3.2 绩效考核指标设置不合理.......................................................................................... 22 3.3.3 绩效考核流程不合理.................................................................................................. 23 3.3.4 绩效考核辅导与兑现不合理...................................................................................... 23 3.3.5 绩效考核激励方式不合理.......................................................................................... 23 3.4 农业银行 W 支行柜员绩效考核体系存在问题的原因....................................................24 3.5 农业银行 W 支行柜员绩效考核体系优化的必要性........................................................24 第四章 农业银行 W 支行柜员绩效考核体系优化....................................................................26 4.1 绩效考核体系优化的总则................................................................................................. 26 4.1.1 绩效考核体系优化的指导思想.................................................................................. 26 4.1.2 绩效考核体系优化基本原则...................................................................................... 26 4.2 绩效考核体系优化的基本思路......................................................................................... 27 4.3 绩效考核体系的优化内容................................................................................................. 27 4.3.1 绩效考核方法的优化.................................................................................................. 27 4.3.2 绩效考核指标的优化.................................................................................................. 30 4.3.3 绩效考核流程的优化.................................................................................................. 34 4.3.4 绩效考核兑现的优化.................................................................................................. 35 4.3.5 绩效考核辅导的优化.................................................................................................. 37 4.3.6 绩效考核激励方式的优化.......................................................................................... 38 第五章 农业银行 W 支行柜员绩效考核体系优化的保障措施................................................40 5.1 领导的重视与支持............................................................................................................. 40 5.2 系统信息化的建设............................................................................................................. 40 5.3 培训的支持......................................................................................................................... 41 5.4 明确各部门绩效考核职责................................................................................................. 41 5.5 建立绩效监督机制............................................................................................................. 42 第六章 结论与展望..................................................................................................................... 43 6.1 结论..................................................................................................................................... 43 6.2 展望..................................................................................................................................... 43 致 谢........................................................................................................................................... 44