黑龙江大学硕士学位论文
Abstract
Strengthening the performance management of front-line tellers and realizing the
enthusiasm and better work performance of the tellers under the new situation is an
important part of the current commercial banks' promotion of performance management.
Agricultural Bank N Sub-branch attaches great importance to the status and role of
tellers, and has done a lot of work, but at the same time, it should also be noted that
Agricultural Bank N Sub-branch is not very motivated in work and the counter
customers are not satisfied, which makes Agricultural Bank N Sub-branch currently
promoting scientific The management is very troubled, and it is highlighted that there
are still some weak links in the design of the performance indicators of the tellers of the
N branch of the Agricultural Bank of China, especially the performance indicators
required by the development strategy of the N branch of the Agricultural Bank of China.
The sub-branch did not well combine the teller's performance demands and the actual
branch's actual system design and implementation follow-up, and in terms of the teller's
performance evaluation, feedback and application, it also did not well combine the
current ABC N branch to adjust and optimize the work of the teller. Inevitably, the
performance of the tellers in the N branch of the Agricultural Bank of China will be
poor, and the tellers do not agree with the work of the branch.
According to the enterprise performance theory, this paper organically uses the
balanced scorecard, adheres to the problem orientation and development orientation,
and proposes a specific performance plan from the aspects of the performance plan,
performance indicators, KPI weight, and performance application of the ABC N branch
teller. On this basis, ABC N Sub-branches should adhere to the sustainable and
high-quality requirements of teller performance, carry out publicity for tellers,
strengthen performance training for tellers, scientifically standardize performance
appraisal process management, focus on objective evaluation and application of
performance after implementation, communicate with tellers in a timely manner and
give feedback on performance Assessment results. Agricultural Bank N Sub-branch
should build a teller performance system from a strategic level, decompose strategic
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Abstract
performance goals to each teller, and formulate differentiated, more scientific and
standardized performance indicators based on different positions, and then strengthen
the performance appraisal of tellers. Organizational guarantee, institutional guarantee,
and cultural guarantee ensure the full promotion and full realization of the sub-branch
teller performance goals, and enhance the more sustainable future development of the
sub-branch and the higher quality of market competition.
Keywords： Performance Appraisal; Appraisal Index; KPI Weight; Performance
Evaluation; Performance Feedback
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黑龙江大学硕士学位论文
目录
中文摘要 ··························································································· I
Abstract ··························································································· II
绪论 ································································································· 1
一、研究背景 ··············································································· 1
二、研究目的和意义······································································· 2
（一）研究目的······································································· 2
（二）研究意义······································································· 2
三、国内外研究现状······································································· 3
（一）国外研究现状································································· 3
（二）国内研究现状································································· 4
（三）国内外研究现状评述························································ 6
四、研究内容及方法······································································· 7
（一）研究内容······································································· 7
（二）研究方法······································································· 8
第一章 相关概念与理论基础 ································································ 10
第一节相关概念 ········································································· 10
一、绩效 ············································································· 10
二、绩效考核 ······································································· 10
第二节理论基础 ········································································· 12
一、需要层次理论·································································· 12
二、公平理论 ······································································· 12
三、目标管理理论·································································· 13
四、平衡计分卡理论······························································· 14
本章小结 ··················································································· 15
第二章 农行 N支行及柜员绩效考核现状 ················································ 16
第一节农行 N支行概况································································ 16
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。。。以下略