NJ银行基层客户经理绩效管理优化研究

发布时间：2018-06-30 06:50

本文选题：绩效管理 + 城商行　；参考：《南京师范大学》2017年硕士论文

【摘要】：NJ银行作为副省级城市的城商行,在规模、实力、区域经济基础以及信贷额度等方面具有一定的优势。但随着我国经济进入新常态,城商行的主要服务对象实体经济增长放缓,而城商行在房地产等领域的份额又相对较小,因此近年来城商行的业绩增长面临压力。为此,NJ银行加大了对基层客户经理绩效管理的力度,取得了一定成效、同时也衍生出一系列问题。本文正是在这样的背景下展开研究。在文献综述和理论回顾的基础上,本文第三章重点分析了 NJ银行基层客户经理绩效管理的现行制度和主要做法,指出其存在绩效管理效用下降、薪酬与业绩变动分离的趋势;绩效奖励要求过高、部分经理努力程度下降的问题;职业发展前景不明、客户经理缺乏价值感和成就感的问题;非正式绩效沟通平台传递负能量以及对绩效提升的培训效果不显著等问题。这些问题产生的原因,一是未能将绩效管理体系融于银行整体发展战略之中,使基层客户经理意识到其工作价值与职业前景;二是将KPI简化为考核制度、奖金分配制度;三是绩效辅导和沟通内容单一、考核结果应用不足以及绩效管理中的团队文化建设滞后。针对前述问题,论文第四章提出了优化绩效管理的原则、思路,提出了构建基于战略导向的绩效管理计划、建立动态绩效评价体系、建立基于互联网思维的绩效管理沟通机制、加强多层次绩效管理人才培养、加强绩效导向文化建设等五个方面的优化方案,并分析了这些优化方案具体实施的路径与条件保障。NJ银行是国有企业转制发展而来的城商行,其绩效管理中存在的问题,在国有大行、国有企业也或多或少地存在,因此本文的研究对银行业和类似企业具有一定的借鉴意义。
[Abstract]:As the City Commercial Bank of the sub provincial city, NJ bank has some advantages in scale, strength, regional economic base and credit line. However, as China's economy enters the new normal, the economic growth of the main object of the city commercial bank is slowing down, and the share of the commercial banks in real estate is relatively small, so in recent years the city merchants have come to the city business. The growth of the performance of the bank is under pressure. Therefore, the Bank of NJ has increased the performance management of the basic level customer manager, has made some achievements, and also derived a series of problems. This paper is the research under this background. On the basis of literature review and theoretical review, the third chapter of this article focuses on the analysis of NJ bank clients. The current system and main practice of management performance management points out that there is a decline in the effectiveness of performance management, the trend of separation of salary and performance, the high demand for performance reward, and the decline of some managers' efforts, the unidentified career development prospects, the lack of sense of value and achievement of the customer manager, and the negative communication platform of the informal performance. The cause of these problems is that the performance management system is not integrated into the overall development strategy of the bank, and the basic customer managers are aware of their work value and career prospects; the two is to simplify the KPI as the assessment system, the bonus distribution system, and the three is the performance guidance and ditch. The fourth chapter of the paper puts forward the principles and ideas of optimizing performance management, proposes the construction of a performance management plan based on strategic orientation, the establishment of a dynamic performance evaluation system and the establishment of performance management channel based on Internet thinking. Through the mechanism, strengthen the multi-layer performance management talent training, strengthen the performance oriented culture construction and other five aspects of optimization, and analyze the path and conditions of the specific implementation of these optimization schemes to ensure that the.NJ bank is a city commercial bank with the transformation and development of state-owned enterprises, the problems existing in the performance management, in the large state-owned enterprises, and the state-owned enterprises More or less exist, so the research in this paper has a certain reference value for banks and similar enterprises.
【学位授予单位】：南京师范大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33;F272.92

【参考文献】