随着经济全球化和我国市场经济的深入改革，我国银行原有养尊处优的局面 已不复存在，银行面临的竞争由以往国内几家大型银行的竞争转为国内外国有银 行、私有银行之间的大规模竞争。在巨大的竞争压力下，原有的国有银行开始逐 渐重视绩效考核，尤其是像中国银行这种老牌的大型国有银行，更要重视绩效考 核，以提高自身的市场竞争力。绩效考核体系作为银行人力资源管理系统的重要 组成部分，关系到整个银行整体管理系统的流畅运行，制定一套合理、科学、符 合银行自身发展特色的绩效考核体系是银行发展的重要保障。 因此，论文首先对有关绩效考核的相关理论梳理，以中国银行 XT 分行客户 经理绩效考核体系为研究对象，通过对客户经理构成、考核对象、考核主要内容、 考核原则和考核体系等现状进行分析之后，以调查问卷的形式对该银行现行客户 经理绩效考核体系的执行满意度情况进行调查，并对调查结果进行统计分析，发 现中国银行 XT 分行现行客户经理绩效考核体系存在着不能反映银行战略目标、 考核内容过于单一、未能将考核结果合理应用等一系列的问题。然后借鉴汇丰、 巴克莱等国外银行以及工商银行、建设银行、农业银行和地方商业银行等经验， 最后提出利用平衡计分卡对中国银行 XT 分行客户经理绩效考核体系进行优化， 并为优化后的 XT 分行客户经理绩效考核体系提出了具体的保障措施，以期提高 中国银行 XT 分行在金融市场当中的核心竞争力。 关键词： 中国银行 XT 分行；客户经理；绩效考核内蒙古工业大学硕士学位论文 II Abstract With the economic globalization and the in-depth reform of China's market economy, the situation of China's banks' existing prudence has ceased to exist. The competition faced by banks has changed from the competition of several large domestic banks to the domestic and foreign banks and private banks. Large-scale competition. Under the pressure of huge competition, the original state-owned banks began to pay more attention to performance appraisal, especially the large-scale state-owned banks such as Bank of China, which should pay more attention to performance appraisal to improve their market competitiveness. As an important part of the bank's human resource management system, the performance appraisal system is related to the smooth operation of the overall management system of the whole bank. It is an important guarantee for the development of the bank to formulate a set of performance appraisal system that is reasonable, scientific and in line with the development characteristics of the bank. Therefore, the thesis firstly combs the relevant theory of performance appraisal, and takes the performance appraisal system of the account manager of Bank of China XT Branch as the research object. After analyzing the current situation of customer manager composition, appraisal object, main content of assessment, appraisal principle and appraisal system, etc. Investigate the satisfaction degree of the current account manager's performance appraisal system in the form of questionnaires, and conduct statistical analysis on the survey results. It is found that the current account manager performance appraisal system of Bank of China XT Branch does not reflect the bank's strategic objectives. A series of questions such as the content of the assessment being too singular and failing to apply the assessment results reasonably. Then draw on the experience of HSBC, Barclays and other foreign banks as well as ICBC, China Construction Bank, Agricultural Bank and local commercial banks, and finally propose to use the Balanced Scorecard to optimize the performance appraisal system of the Bank of China XT Branch Account Manager, and optimize it. XT Branch Account Manager Performance Appraisal System put forward specific safeguard measures to improve the competitiveness of Bank of China XT Branch . Key words: Bank of China XT Branch; Account Manager; Performance Appraisa内蒙古工业大学硕士学位论文 III 目 录 摘要............................................................I Abstract........................................................... II 第一章 绪论.........................................................1 1.1 选题背景 .................................................... 1 1.2 国内外研究现状 .............................................. 1 1.2.1 国外................................................... 2 1.2.2 国内................................................... 3 1.2.3 研究述评............................................... 4 1.3 研究意义 .................................................... 4 1.4 研究方法与研究内容 .......................................... 5 1.4.1 研究方法............................................... 5 1.4.2 研究内容............................................... 5 第二章 相关概念及理论方法...........................................8 2.1 相关概念..................................................... 8 2.1.1 绩效................................................... 8 2.1.2 绩效考核............................................... 8 2.2 相关理论和方法 .............................................. 8 2.2.1 目标管理理论........................................... 8 2.2.2 360 度绩效评估法 ....................................... 9 2.2.3 关键绩效指标法（KPI）................................. 10 2.2.4 平衡计分卡（BSC）..................................... 10 第三章 中国银行 XT 分行客户经理绩效考核体系现状分析.................11 3.1 XT 分行简介................................................. 11 3.2 客户经理绩效考核体系现状 ................................... 11 3.2.1 客户经理构成.......................................... 11 3.2.2 客户经理绩效考核对象和主要内容........................ 13 3.2.3 客户经理绩效考核原则.................................. 14 3.2.4 客户经理绩效考核体系.................................. 14 3.3 客户经理绩效考核体系执行满意度调查 ......................... 15 3.3.1 调查方法.............................................. 15 3.3.2 问卷设计.............................................. 15 3.3.3 数据收集.............................................. 16内蒙古工业大学硕士学位论文 IV 3.3.4 问卷信效度检验........................................ 16 3.3.5 调查结果分析.......................................... 18 3.4 客户经理绩效考核体系存在的问题 ............................. 21 3.4.1 目前考核办法未能反映战略目标.......................... 21 3.4.2 考核内容过于单一...................................... 21 3.4.3 未充分使用考核结果及相关反馈信息...................... 22 3.5 客户经理绩效考核体系存在问题的原因分析 ..................... 22 3.5.1 银行战略目标不够明确.................................. 22 3.5.2 相关人员绩效考核能力不足.............................. 23 3.5.3 客户经理公平感较差.................................... 23 第四章 国内外绩效考核体系的经验借鉴................................24 4.1 国外经验 ................................................... 24 4.1.1 汇丰银行绩效考核体系的经验借鉴........................ 24 4.1.2 巴克莱银行绩效考核体系的经验借鉴...................... 25 4.2 国内经验 ................................................... 26 4.2.1 工商银行绩效考核体系的经验借鉴........................ 26 4.2.2 建设银行绩效考核体系的经验借鉴........................ 27 4.2.3 农业银行绩效考核体系的经验借鉴........................ 27 4.2.4 地方性商业银行绩效考核体系的经验借鉴.................. 28 第五章 中国银行 XT 分行客户经理绩效考核体系优化.....................30 5.1 优化绩效考核体系的前提条件 ................................. 30 5.1.1 符合 XT 分行战略目标................................... 30 5.1.2 明确客户经理考核目标.................................. 30 5.1.3 了解客户经理工作内容.................................. 31 5.1.4 强化客户经理考核意识.................................. 32 5.2 优化绩效考核体系的原则 ..................................... 32 5.2.1 反映银行战略目标原则.................................. 32 5.2.2 指标设计全面性原则.................................... 33 5.3 平衡计分卡优化考核指标体系 ................................. 33 5.3.1 采用平衡计分卡优化 XT 分行考核指标体系的优势........... 33 5.3.2 依据平衡计分卡建立客户经理考核指标体系................ 34 5.4 平衡计分卡优化考核体系指标权重 ............................. 35 5.4.1 考核体系指标权重的划分准则............................ 35 5.4.2 建立层次结构模型...................................... 36内蒙古工业大学硕士学位论文 V 5.4.3 构造判断矩阵.......................................... 37 5.4.4 指标权重划分.......................................... 37 5.5 优化后考核体系的考核标准 ................................... 38 5.6 考核周期及方式优化 ......................................... 40 5.6.1 考核周期优化.......................................... 40 5.6.2 考核方式优化.......................................... 40 5.7 绩效评价及反馈优化 ......................................... 40 5.7.1 绩效评价.............................................. 40 5.7.2 绩效反馈.............................................. 41 第六章 中国银行 XT 分行客户经理新绩效考核体系的保障措施.............42 6.1 思想观念上的保障措施 ....................................... 42 6.1.1 明确新绩效考核体系的重要作用.......................... 42 6.2.2 提高各级考核者对绩效考核工作的重视.................... 43 6.2.3 将绩效考核与银行文化有机结合.......................... 44 6.2 组织制度上的保障措施 ....................................... 44 6.1.1 成立绩效考核推进工作小组.............................. 44 6.1.2 组织员工和领导开展绩效考核宣传培训.................... 44 6.1.3 监督绩效考核优化方案的实施............................ 45 6.2.3 加强绩效考核各个环节的过程控制........................ 45 结论与展望.........................................................46 1. 结论 ........................................................ 46 2. 展望 ........................................................ 47