Dissertation Submitted to
Hebei GEO University
for
The Master Degree of
Business Administration
Optimization Research on the Employee Performance Evaluation
System of the Shijiazhuang Call Center of G Bank
by
Liu Qian
Supervisor: Prof. Cao Hui
December 2021

摘
要
呼叫中心在诞生之初，其在计算机与通讯的集成应用领域属于一种通讯增值业
务。呼叫中心的诞生催生了“客户互动管理”在企业中的萌芽。经过多年的发展，呼
叫中心在中国已逐步趋于成熟，它不仅是一种通讯增值业务，更是慢慢发展为当前社
会经济与宏观产业的重要组成，作为一项重要的经济学名词，其对于社会经济的发展
有着重大的影响。目前，在一般的国内企业中，呼叫中心其主要承担的责任在于维护
企业的客户关系，并为其提供服务支持。这一部门的使命在于通过更加及时且完善的
服务，对客户关系进行发掘与维护。采取各类联系与沟通的服务手段，来不断地提升
客户的服务满意度，从而建立起较高的客户忠诚度。由此可见，呼叫中心的工作绩效
会极大的影响到企业客户的产品忠诚度，因此必须要了解呼叫中心人员的绩效情况，
发现现有绩效评价体系存在的问题，形成改进方案，使绩效评价保持公平性与竞争性，
以改善客户满意度，维持客户忠诚度，从而实现企业战略目标。
本文以 G银行石家庄呼叫中心为例，采用文献研究法、实地调查法、问卷调查法，
在探究 G银行石家庄呼叫中心员工绩效评价体系现状的基础上，找出现有绩效评价体
系存在的问题。基于绩效评价理论，采用平衡计分卡、关键绩效指标法选取适用于 G
银行石家庄呼叫中心的考核指标，再使用层次分析法确定各项指标的权重，用强制分
布法确定员工的绩效考核等次，从而对现有评价体系进行优化。通过本文对绩效评价
体系的优化，旨在为 G银行石家庄呼叫中心了解自身现状，提高自身竞争力，提升整
体管理水平和绩效评价水平提供借鉴和参考。
关键字：呼叫中心绩效评价平衡计分卡关键绩效指标法层次分析法
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ABSTRACT
When the call center was born, it belonged to a kind of communication value-added
service in the integrated application field of computer and communication. The birth of the
call center gave birth to the budding of "customer interaction management" in the enterprise.
After years of development, the call center has gradually matured in China. It is not only a
communication value-added service, but also slowly developed into an important
component of the current social economy and macro-industry. As an important economic
term, its It has a major impact on social and economic development. At present, in general
domestic enterprises, the main responsibility of the call center is to maintain the enterprise's
customer relationship and provide service support for it. The mission of this department is
to use more timely and complete services to explore and maintain customer relationships.
Various service methods of contact and communication are adopted to continuously
improve customer service satisfaction, thereby establishing high customer loyalty, and
exploring and maintaining customer value. It can be seen that the work performance of the
call center will greatly affect the product loyalty of corporate customers. Therefore, it is
necessary to understand the performance of the call center personnel, find the problems in
the existing performance evaluation system, and form an improvement plan to make the
performance evaluation Maintain fairness and competitiveness to improve customer
satisfaction and maintain customer loyalty, thereby achieving corporate strategic goals.
This paper takes G Bank Shijiazhuang Call Center as an example, adopts literature
research method, field survey method, and questionnaire survey method to find out the
existing problems of the existing performance evaluation system on the basis of exploring
the current situation of the G Bank Shijiazhuang call center employee performance
evaluation system. Based on the performance evaluation theory, the balanced scorecard and
key performance indicator method are used to select the evaluation indicators suitable for
the Shijiazhuang call center of Bank G, and then the analytic hierarchy process is used to
determine the weight of each indicator, and the mandatory distribution method is used to
determine the performance evaluation level of employees , So as to optimize the existing
evaluation system. The optimization of the performance evaluation system through this
article aims to provide reference and reference for G Bank Shijiazhuang Call Center to
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