客户经理是银行与客户进行沟通的桥梁，在银行的市场拓展和日常经营中起
到举足轻重的作用，银行对客户经理人员的绩效考核、评价、激励机制是否公平
有效将直接关系到全行经营成果的实现。鉴于此，本文从绩效考核的理论和方法
出发，结合无锡农商行的实际绩效考核情况，全面探讨了无锡农商行客户经理绩
效考核方案的设计问题，并提出优化建议
本文首先阐述了绩效考核方法和工具以及商业银行绩效管理的研究现状，并
介绍了现阶段无锡农商行客户经理制度实施的基本情况，之后通过问卷调查的方
法梳理和总结了目前无锡农商行客户经理绩效考核存在以下三个问题：1）指标
设置不合理，没有对客户经理进行分类，限制了客户经理的晋升空间。2）缺少
沟通和反馈环节，客户经理对绩效考核的种种不满和建议无法及时反馈。3）考
核结果的激励作用发挥不充分。针对以上问题，研究提出优化设计思路，第一，
绩效指标设置可因客户经理分级（高级、中级和一般客户经理）而异，根据不同
层级的工作内容进行指标的设定，这更有利于客户经理的职业发展。第二，将沟
通和反馈贯穿于整个绩效考核过程之中。第三，将绩效考核结果同客户经理的职
位调配、薪酬管理、培训教育和激活沉淀等内容结合起来。在上述基础上，论文
从制度和人员两个方面提出保障无锡农商行客户经理绩效考核方案实施的对策
建议，从而保障绩效考核的顺利进行
关键词：银行；客户经理；绩效考核II
Abstract
The performance management of modern commercial banks has risen to the height
of the strategy, performance appraisal is the most important part of performance
management. Customer manager is a bridge between banks and customers, has played a
pivotal role in the bank&39;s market development and day-to-day operations, the bank
customer manager performance evaluation, personnel evaluation and incentive
mechanism are fair and effective will be directly related to the realization of the whole
line of business results. In view of this, this article from the theory and method of
performance evaluation, combined with the WuXi rural commercial bank &39;s actual
performance evaluation, discusses the design problems of WuXi rural commercial bank
customer manager performance appraisal system, and puts forward the optimization
suggestion.
This paper first describes the performance evaluation methods and tools, as well as
commercial bank performance management research status. Then through introducing
the basic situation of the implementation of the WuXi rural commercial bank customer
manager system of the present stage, the manager performance appraisal scheme of
customer emphatically investigated, are analyzed in terms of the performance
evaluation content and method of the problem. In view of the WuXi rural commercial
bank customer manager performance appraisal problems of the performance appraisal
scheme of WuXi rural commercial banks were optimized, combined with the actual
situation of WuXi rural commercial bank to discuss the results of the performance
appraisal application in management practice. Finally, from three aspects of the system,
technology and personnel to ensure that the WuXi rural commercial bank customer
manager performance appraisal program implementation of countermeasures and
suggestions, so as to ensure the smooth implementation of performance appraisal.
In order to understand the WuXi rural commercial bank customer manager
performance appraisal, this paper adopts the way of questionnaire survey, through the
questionnaire survey results of this paper to WuXi rural commercial bank Customer
Manager appraisal mainly has the following several problems:III
First, WuXi rural commercial bank customer manager performance appraisal
indicators set unreasonable, there is no classification of customer managers, limited
customer manager&39;s promotion space.
Second, performance appraisal lack of communication and feedback link, so that
the customer manager of the performance appraisal of all kinds of dissatisfaction can
not be timely feedback.
Third, the application of performance appraisal results is not sufficient, mainly
does not give full play to the incentive effect of performance appraisal.
Based on the summary of the problem, this paper argues that the first performance
index set problem can be used to solve the classification of customer manager, customer
manager as senior manager, mid-level manager and customer manager performance,
divided by a set of indicators and weights according to the content of different levels,
occupation development which is more conducive to the customer manager. The second
is to increase the communication and feedback link, the communication and feedback
throughout the performance appraisal process. Finally is to make full use of
performance evaluation results, the results of the performance evaluation with the job
allocation, salary management, training and education and activation of precipitation
combined.
Key words: Bank; Performance management system; BSC ;MajorizationIV
目 录
摘要.........I
Abstract .... II
1.绪论......... 1
1.1研究背景与意义..... 1
1.1.1 研究背景........1
1.1.2 研究意义........2
1.2 研究方法与研究思路.........2
1.2.1 研究方法........2
1.2.2 研究思路........3
1.3 文献综述.....3
1.3.1 国外研究现状3
1.3.2 国内研究现状5
1.4 研究内容与研究框架.........7
1.4.1 研究内容........7
1.4.2 研究框架........8
2.无锡农商行绩效管理现状与存在问题分析..... 9
2.1 无锡农商行基本概况........ 9
2.2 无锡农商行客户经理概况 9
2.2.1 年龄结构........9
2.2.2 学历结构......10
2.2.3 专业结构......10
2.2.4 从业年限结构..........11
2.3 现行绩效考核内容......... 12
2.3.1 考核内容和标准..... 12
2.3.2 考核办法..... 14
2.3.3 考核要求......16
2.3.4 客户经理薪酬构成. 16
2.4 问卷调查设计.......16
2.4.1 问卷对象.
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