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]:NJ Bank, as a sub-provincial city commercial bank, has some advantages in scale, strength, regional economic base and credit line. However, with China's economy entering the new normal, the real economy growth of city commercial bank's main service object is slowing down, and the share of city commercial bank in real estate and other fields is relatively small, so the performance growth of city commercial bank is under pressure in recent years. For this reason, NJ Bank has strengthened the performance management of grass-roots account managers, achieved certain results, and also derived a series of problems. It is under this background that this paper carries out the research. On the basis of literature review and theoretical review, the third chapter focuses on the analysis of the current system and main practices of the performance management of grass-roots customer managers in NJ Bank, and points out that there exists a trend of the decline of the effectiveness of performance management and the separation of compensation from performance change. The problem that the performance reward is too high, some managers' effort degree drops, the career development prospect is not clear, the customer manager lacks the sense of value and the achievement feeling; Informal performance communication platform transfer negative energy and performance improvement training effect is not significant and so on. The reasons for these problems are the failure to integrate the performance management system into the bank's overall development strategy to make the grass-roots account managers aware of their job value and career prospects, the second is to simplify the KPI as the appraisal system, the bonus distribution system; Third, the content of performance guidance and communication is single, the application of evaluation results is insufficient and the construction of team culture in performance management lags behind. In order to solve the above problems, the fourth chapter puts forward the principles and ideas of optimizing performance management, puts forward the construction of strategic oriented performance management plan, establishes the dynamic performance evaluation system, and establishes the communication mechanism of performance management based on Internet thinking. Strengthening the multi-level talent training of performance management, strengthening the construction of performance-oriented culture, and analyzing the path and conditions of the implementation of these optimization programs. NJ Bank is a city commercial bank developed from the transformation of state-owned enterprises. The problems existing in the performance management are more or less existed in the state-owned enterprises, so the study of this paper has some reference significance for the banking 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】