西北大学学位论文知识产权声明书
本人完全了解西北大学关于收集、保存、使用学位论文的规定。学校
有权保留并向国家有关部门或机构送交论文的复印件和电子版。本人允许
论文被查阅和借阅。本人授权西北大学可以将本学位论文的全部或部分内
容编入有关数据库进行检索，可以采用影印、缩印或扫描等复制手段保存
和汇编本学位论文。同时授权中国科学技术信息研究所等机构将本学位论
文收录到《中国学位论文全文数据库》或其它相关数据库。
保密论文待解密后适用本声明。
学位论文作者签名：
指导教师签名：
2021年12月3日
2021年12月3日
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西北大学学位论文独创性声明
本人声明：所呈交的学位论文是本人在导师指导下进行的研究工作及
取得的研究成果。据我所知，除了文中特别加以标注和致谢的地方外，本
论文不包含其他人已经发表或撰写过的研究成果，也不包含为获得西北大
学或其它教育机构的学位或证书而使用过的材料。与我一同工作的同志对
本研究所做的任何贡献均已在论文中作了明确的说明并表示谢意。
学位论文作者签名：
2021年12月3日

摘要
摘要
完善的绩效考核是提高企业员工积极性和创造性的前提保证，好的绩效考核不仅
可以使企业受益，更能让员工劳有所得，真正做到按劳分配。而对商业银行来说，一套
完善的柜面人员绩效考核就是银行的“发动机”，将直接影响到银行高质量发展。当前，
银行业竞争日益激烈，银行内部出现了存款下降、安全案件增多、员工辞职潮等现象，
而这些现象多发生于银行的一线临柜人员，因此也引起了管理层对柜面人员的绩效考核
的高度重视。
本文针对 A银行 X分行，对柜面人员绩效考核运用问卷调查等方式，发现该分行
的柜面人员绩效考核存在以下问题：部分绩效考核指标缺失、部分考核方法不合理、考
核结果运用不充分等问题，造成这些问题的主要原因有缺乏有效的培训和管理、考核方
法运用不够合理等。笔者针对 A银行 X分行柜面绩效考核存在的问题及问题分析，在
原绩效考核的情况下，对柜面人员进行了重新规划，明确了绩效考核主体的责任，完
善了绩效考核的各项指标，不仅仅局限于财务指标考核，而是综合考虑了顾客满意度、
业务差错率、工作态度、工作质量等众多方面进行考核，优化和完善绩效考核能够在一
定程度上激发员工的内生动力和工作积极性，提高服务水平，从而能够最大化发挥绩效
考核的意义。
本人通过对前 A银行 X分行柜面人员绩效考核的研究，从商业银行角度出发，以
公平、公正、科学、全面为目标改进绩效考核，期望改进后的绩效考核，可以满足 A银
行 X分行柜面人员绩效考核需求和管理需求。同时，也可以给同行业柜面人员绩效考核
优化提供相关思路和方法。
关键词：商业银行,绩效考核,柜面人员,优化设计
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西北大学硕士学位论文
ABSTRCT
A perfect performance appraisal is the premise guarantee to improve the enthusiasm and
creativity of employees. A good performance appraisal can not only benefit the enterprise, but
also enable employees to earn income and truly distribute according to work. For commercial
banks, a set of perfect teller performance appraisal is the "engine" of the bank, which will
directly affect the future development of the bank. At present, the competition in the banking
industry is becoming increasingly fierce. There are phenomena such as the decline of deposits,
the increase of security cases, and the resignation of employees. These phenomena mostly
occur in the front-line teller of the bank, which also causes the management to pay great
attention to the performance appraisal of teller.
Taking X Branch of Bank A as an example, Through questionnaire about the teller finds that
the teller performance appraisal of the branch has the following problems: the performance
appraisal results cannot be fully quantified, the indicator setting is extensive and not
reasonable, the performance appraisal indicator is single and so on. The main reasons for
these problems are the lack of effective training and management, and the application of
appraisal methods is not reasonable enough. According to analysis of the problems of X
Branch, the author re-planned the performance appraisal program, clarified the responsibility
of the main body of the performance appraisal, and clear the various indicators of the
performance appraisal. It is not limited to the financial indicator, but comprehensively
considered the customer satisfaction, business error rate, work attitude, work quality and
many other aspects for the appraisal, optimizing and perfecting the plan can stimulate the
internal motivation and enthusiasm of employees, improve the service level, and maximize
the significance of performance appraisal.
Through the research on the performance appraisal of teller in X Branch of Bank A, I have
improved the appraisal from the perspective of commercial banks with the objectives of
fairness, justice, science and comprehensiveness. I hope that the improved can meet the
performance appraisal needs and management needs of teller in X Branch of Bank A. At the
same time, it can also provide relevant ideas and methods for optimizing the performance
appraisal of teller in the same industry.
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