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MBA毕业论文_于BSC的ZY银行许昌分行客户经理绩效考核体系优化PDF

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更新时间:2022/6/23(发布于河南)

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随着经济社会发展和中国金融业的对外开放,国内一些从事银行类似业务的金 融机构和一些国外金融机构纷纷进行市场,人们对金融服务业的需求发生了巨大变 化,商业银行的经营环境发生巨大变化,与其他金融机构的竞争越来越激烈,商业 银行必须不断创新管理模式,提升服务意识,加强银行内部绩效考核体系建设,实 现企业与客户价值共赢,最终提升自身的竞争力。ZY银行作为成立不久的区域性 银行,面临着空前的挑战与机遇,必须结合国内外部环境动态变化,全面开展基于 战略导向、着眼未来发展与员工职业发展的绩效考核体系,才能在银行业激烈的竞 争中取得持续快速发展。客户经理作为银行发展的关键角色,加强其绩效考核体系 的建设已经成为ZY银行提升整体效益的重要影响因素。 本文以ZY银行许昌分行客户经理为研究对象,结合绩效考核相关理论与方法, 通过问卷调查,对其绩效考核体系建设的现状及存在问题进行剖析,并结合ZY银 行许昌分行实际,运用平衡记分卡、目标管理、关键绩效指标法及层次分析法等理 论与方法,从公司战略目标分析、考核指标体系设计、考核标准设计、绩效考核实 施、绩效反馈与沟通、绩效结果应用与改进等方面进行绩效考核体系优化设计,最 后从文化制度建设、战略导向、过程管理、沟通机制、信息化建设等方面提出了保 障措施。通过本文的研究,为同类公司开展绩效管理提供理论借鉴与实践参考。 关键词:平衡记分卡;绩效考核体系;优化设计;保障措施 2 Abstract With the economic and social development and the opening up of China's financial industry, some domestic financial institutions engaged in banking-like businesses and some foreign financial institutions have launched markets. People's demand for financial services has changed dramatically. Increasingly intense competitive environment, commercial banks must continue to innovate financial products and services, strengthen the construction of the bank's internal performance evaluation system, achieve a win-win situation for corporate and customer values, and ultimately enhance their own competitiveness. As a recently established regional commercial bank, ZY Bank is facing unprecedented challenges and opportunities. It is necessary to strengthen management innovation, combine the dynamic changes of the domestic and foreign environment, and further improve the strategic-oriented performance management system in order to achieve sustained and rapid competition development in the fierce competition of the banking environment. The client manager is the bridge between the bank and the customer. Strengthening the performance evaluation of the client manager is the key to improving the overall performance of ZY Bank. This article takes the client manager of ZY Bank Xuchang Branch as the research object, starts with a review of performance evaluation related theories and methods, and analyzes the status and existing problems of its performance management system. On the basis of it, Applying balanced scorecard theory, from the design of the evaluation index system, the design of the evaluation standards, the implementation of performance evaluation, the performance feedback and communication, the application and improvement of performance results, etc., optimize the performance evaluation system, and finally from the cultural system construction, strategic orientation, process management, communication mechanism, and information construction Proposed safeguard measures. Through the research in this paper, it provides theoretical and practical references for similar companies to develop performance management. Key words: Balanced Score Card;Performance Evaluation System;Optimized Design;Safeguard Measures 1 目 录 1 绪论..........................................................................................................................................................1 1.1 研究背景及意义..........................................................................................................................1 1.1.1 研究背景...............................................................................................................................1 1.1.2 研究意义...............................................................................................................................1 1.2 文献综述.......................................................................................................................................2 1.3 研究思路与内容..........................................................................................................................4 1.3.1 研究思路...............................................................................................................................4 1.3.2 研究内容...............................................................................................................................4 1.4 研究方法.......................................................................................................................................5 2 相关理论与方法...................................................................................................................................6 2.1 绩效考核理论概述......................................................................................................................6 2.1.1 绩效考核概述......................................................................................................................6 2.1.2 绩效考核体系概述..............................................................................................................9 2.2 绩效考核方法概述....................................................................................................................10 2.2.1 平衡记分卡.........................................................................................................................10 2.2.2 层次分析法.........................................................................................................................10 2.2.3 关键绩效指标法................................................................................................................11 2.2.4 其他评价方法....................................................................................................................11 3 客户经理绩效考核体系现状与问题分析..........................................................................................13 3.1 ZY银行总体概况.......................................................................................................................13 3.2 绩效考核体系现状调查...........................................................................................................16 3.3绩效考核体系存在问题分析...................................................................................................18 3.3.1 绩效考核体系战略导向不明确......................................................................................18 2 3.3.2 绩效考核指标设计不合理...............................................................................................18 3.3.3 绩效考核反馈与沟通不到位..........................................................................................18 3.3.4 绩效考核保障体系不健全...............................................................................................19 3.3.5 绩效考核信息化程度不够...............................................................................................19 4 基于BSC的绩效考核体系优化设计................................................................................................20 4.1绩效考核整体优化构思............................................................................................................20 4.1.1 绩效考核体系优化的思路...............................................................................................20 4.1.2 绩效考核体系优化原则...................................................................................................20 4.1.3 绩效考核流程设计............................................................................................................21 4.2 ZY银行战略分析.......................................................................................................................23 4.3 绩效考核指标体系设计............