I 摘要 知识经济时代，人力资本是推动企业发展的最宝贵财富。企业人力资源管理的重 要工作就是建立符合外部环境和内部需要的人才激励约束机制，合理开发人力资源， 以促进企业稳定、持续的发展。企业的绩效考核工作对于引导员工工作，激发他们的 主动性和能动性起着举足轻重的作用。从我国商业银行发展历程来看，客户经理制的 推出极大地调动了他们工作的积极性，在推动经营业务完成的同时实现了更好地服务 客户的目标，为了更好地发挥这一机制的激励作用，制定良好地绩效考核体系至关重 要。 长安银行是一家定位于服务小微企业服务城乡经济的商业银行，小微企业一直是 重点开发的市场，小微企业客户经理作为银行和服务对象之间的桥梁起着非常重要的 作用。本文以长安银行W分行为具体研究对象，阐述了研究小微客户经理绩效考核 的现实背景和重要意义。本文对绩效考核的相关概念和理论进行介绍，对比分析了三 种常见的经典绩效考核方法，以此作为研究的理论出发点。从年龄、学历和从业时间 等方面介绍W分行小微客户经理队伍的现状，说明了考核的内容和方式，采用问卷 调研的方式，通过对W分行领导和客户经理代表的调研，梳理了绩效考核存在的问 题，主要体现在绩效考核指标的选择、考核指标权重分配、考核实施过程等几个方面， 造成这些问题的原因在于领导和客户经理不够重视，绩效考核工作缺乏理论指导。从 存在的问题出发，本文提出了绩效考核体系优化的方案，包括对绩效考核指标的优化 和对绩效考核实施流程的优化两个部分。本文分析W分行未来发展战略，绘制战略 地图，提取了关键成功因素，结合小微客户经理岗位职责，借鉴平衡记分卡理论，从 财务、客户、内部流程、学习和发展四个方面建立了绩效考核指标体系，采用定性结 合定量的层次分析法确定了绩效考核指标的权重。对优化前后的绩效考核体系进行对 比说明。最后，本文探讨了优化后的绩效考核实施的流程，为了使得绩效考核能够顺 利实施，从组织、制度和技术等方面提出保障条件。 本文对W分行小微客户经理绩效考核的优化能够加强考核对工作的指导和牵引， 帮助客户经理提升工作业绩，充分发挥他们的积极性和创造性。此外，对小微客户经 理绩效考核的研究在商业银行人力资源管理中具有一定的代表性，研究成果也可以为 其他商业银行提供一些思考和借鉴。 关 键 词：银行；客户经理；绩效考核；平衡计分卡 ABSTRACT III ABSTRACT In the era of knowledge economy, human resources are the most valuable wealth to promote the development of enterprises. In order to develop human resources reasonably, enterprises must establish a scientific and reasonable incentive system and constraint system in combination with their own actual development and market demand, so as to promote the stable and sustainable development of enterprises. Whether the incentive system and constraint system are effective or not is closely related to the performance evaluation system of enterprises. Performance evaluation has become an important and basic structure of human resource management In part. The introduction of customer manager system in commercial banks has greatly aroused their enthusiasm in their work, and achieved the goal of serving customers better while promoting the completion of business operation. In order to give full play to the incentive role of this mechanism, it is very important to establish a good performance appraisal system. Chang'an bank is a commercial bank which is positioned to serve small and micro enterprises to serve urban and rural economy. Small and micro enterprises have always been the key market for development. As a bridge between banks and service objects, customer managers of small and micro enterprises play a very important role. Based on the specific research object of w-score behavior of Chang'an bank, this paper expounds the practical background and significance of the research on the performance appraisal of small and micro account managers. This paper introduces the concept and function of performance appraisal, and sorts out the classical performance appraisal methods, which is the theoretical starting point of the study. This paper introduces the current situation of the small and micro customer manager team of W branch from the aspects of age, education background and working time, explains the content and method of the assessment, adopts the method of questionnaire survey, and combs the problems existing in the performance assessment, including the unreasonable selection of the performance assessment indicators, unscientific setting of the assessment indicator weight, and the implementation of the performance assessment Lack of communication and feedback in the process, single application of performance appraisal results, etc. In view of these problems, this paper will optimize the performance appraisal index system and the implementation of performance appraisal. This paper analyzes the future development strategy of W branch, draws the 西安电子科技大学硕士学位论文 IV strategic map, extracts the key success factors, combines the post responsibilities of small and micro customer managers, uses the Balanced Scorecard theory for reference, selects performance appraisal indicators from four dimensions of finance, customer, internal process, learning and development, calculates the weight of performance appraisal indicators by AHP, and explains the appraisal standards of performance appraisal indicators And the way of evaluation, which lays the foundation for the implementation of performance evaluation system. This paper discusses the implementation process of performance appraisal system, including performance plan, performance implementation, performance evaluation, performance feedback and application of appraisal results. Finally, in order to ensure the smooth implementation of performance appraisal, it puts forward the guarantee conditions from the aspects of organization, regulation and technology. In this paper, the optimization of the performance appraisal of small and micro customer managers in W branch can strengthen the guidance and traction of the appraisal on the work, help the customer managers to improve their work performance, and give full play to their enthusiasm and creativity. In addition, the research on the performance appraisal of small and micro account managers has certain representativeness in the human resource management of commercial banks. The research on fruit industry can provide some thinking and reference for other commercial banks Keywords: Commercial Bank; Customer Manager; Performance Appraisal; Balance-scored Card 插图索引 V 插图索引 图1. 1 论文框架 ................... 7 图3. 1 W分行小微客户经理学历统计 ........... 22 图3. 2 W分行小微客户经理年龄统计 ........... 22 图3. 3 W分行小微客户经理工作年限统计 ... 22 图3. 4 24个问题的平均分数统计 ................... 27 图3. 5 问题2的调研结果统计 ........................ 27 图3. 6 问题12的调研结果统计 ...................... 28 图3. 7 问题13的调研结果统计 ...................... 28 图3. 8 问题14的调研结果统计 ...................... 29 图3. 9 问题15的调研结果统计 ...................... 30 图3. 10 问题16的调研结果统计 .................... 30 图3. 11 问题19的调研结果统计 .................... 31 图3. 12 问题21的调研结果统计 .................... 32 图3. 13 问题24的调研结果统计 .................... 32 图4. 1 小微客户经理绩效考核优化的流程 .... 42 图4. 2 W分行战略地图 .... 42 图4. 3 基于平衡计分卡的W分行小微客户经理绩效考核指标体系 ........................ 45 图4. 4 W分行小微客户经理绩效考核指标体系 .......................... 46 表格索引 VII 表格索引 表3. 1 W分行小微客户经理绩效考核指标 ... 23 表4.1 绩效考核方法的对比分析 ................... 34 表4.2 一级指标的判断矩阵 ........................... 46 表4.3 小微客户经理绩效考核指标权重计算 . 48 表4.4 小微客户经理绩效考核标准 ................. 48 目录 IX 目录 摘要 ............ I ABSTRACT ........................... III 插图索引 .. V 表格索引 VII 第一章 绪论 ............................ 1 1.1 研究背景和意义 ........ 1 1.1.1研究背景 ........... 1 1.1.2研究意义 ........... 2 1.2国内外研究现状 ......... 2 1.2.1国外研究 ........... 2 1.2.2国内研究 ........... 3 1.2.3研究评述 ........... 4 1.3研究思路和方法 ......... 5 1.3.1研究思路 ........... 5 1.3.2研究方法 ........... 5 1.4研究内容和框架 ......... 6 第二章 相关概念和理论 ........ 9 2.1绩效的概念和特征 ..... 9 2.1.1绩效的概念 ....... 9 2.1.2绩效的特征 ..... 10 2.2绩效考核的概念、