本文以交通银行 DQ 分行客户经理绩效考核方案为研究对象。运用文献研究法，介
绍了绩效考核的相关概念、绩效考核的程序及主要方法。阐述了交通银行 DQ 分行概况，
交通银行 DQ 分行客户经理绩效考核现行方案，通过对交通银行 DQ 分行客户经理绩效
考核现状进行访谈，分析交通银行 DQ 分行客户经理绩效考核现行方案存在的问题，具
体表现在：客户经理绩效考核指标不够细化、绩效考核结果兑现方式不完善、绩效考核
流程不够规范。依据交通银行 DQ 分行客户经理绩效考核方案改进的思路与原则，提出
具体的改进设计，主要包括：DQ 分行客户经理绩效考核指标的改进设计、绩效考核结
果兑现方式的改进设计、绩效考核流程的改进设计。为使改进设计能够顺利实施，提出
具体的实施保障，主要包括制度保障、组织保障、技术保障与文化保障。对交通银行
DQ 分行客户经理绩效考核方案的改进研究，有利于帮助交通银行 DQ 分行客户经理对
当前市场环境做出更加正确的判断，同时有助于客户经理工作积极性的提高，促使交通
银行 DQ 分行实现稳健经营的目标
关键词：交通银行；客户经理；绩效管理；绩效考核东北石油大学 MBA 学位论文
III
Research on improving performance appraisal of Customer Manager
in DQ Branch of BOCM
ABSTRACT
At present, China&39;s commercial banks launched a high degree of homogeneity of
products and services, so the human resource is the current commercial bank competition
priority among priorities. While the account manager is an important component of human
resources of commercial banks, how to make effective performance assessment of the client
manager to mobilize the work enthusiasm, is more valued by commercial banks.
This paper takes the performance appraisal plan of traffic bank DQ branch customer
Take the manager as the research object. First of all, using the method of literature, introduces
the relevant concepts of performance and performance appraisal, performance appraisal
program, and the main methods of performance appraisal．Secondly, this paper expounds the
general situation of traffic bank DQ branch, Bank of communications DQ branch customer
manager performance appraisal current plan, traffic through the DQ branch of bank customer
manager performance appraisal situation interview, analysis of the existing traffic bank DQ
branch customer manager performance appraisal of the current scheme, specific performance
in: evaluation indexes are not detailed enough, the results of customer manager performance
appraisal cash the way is not perfect, the performance appraisal process is not standard．On
the basis of fairness and justice, operability, dynamic adjustment, the principle of system, put
forward specific improvement scheme, including the following three aspects: improving the
design of performance evaluation indicators, performance evaluation results to improved
design methods, improved design of the performance appraisal process. In order to make the
improvement plan can be implemented smoothly, put forward specific the implementation of
security, including system security, organizational security, technology security, cultural
security．Improvement research on manager performance appraisal scheme of customers, can
be expected and competition needs banks to deal with the signal blue ocean market effectively
passed to the customer manager, to help the traffic bank DQ Branch Account Manager for the
current severe market environment to make more correct judgment, to improve the work
enthusiasm of the customer manager, has stable operation to enhance the local DQ branch of
Bank of communications．东北石油大学 MBA 学位论文
IV
Key Words: Bank of Communications; Customer Manager; performance mangement；
performance appraisal目录
V
目录
摘要.....II
ABSTRACT......III
第 1 章 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1
1.2 国内外研究现状...........2
1.2.1 国外研究现状....2
1.2.2 国内研究现状....3
1.2.3 研究现状评述....4
1.3 研究内容与方法4
1.3.1 研究内容.4
1.3.2 研究方法.4
第 2 章 相关基本概念....6
2.1 绩效考核相关概念........6
2.1.1 绩效考核的概念.6
2.1.2 绩效考核的作用.6
2.2 绩效考核的程序6
2.3 绩效考核的主要方法....7
2.4 本章小结9
第 3 章 交通银行 DQ 分行客户经理绩效考核现行方案及存在问题..........10
3.1 交通银行 DQ 分行概况..........10
3.1.1 交通银行 DQ 分行基本情况...10
3.1.2 交通银行 DQ 分行客户经理概况.......10
3.1.3 交通银行 DQ 分行客户经理层级分类情况...13
3.2 交通银行 DQ 分行客户经理绩效考核现行方案......14
3.3 交通银行 DQ 分行客户经理绩效考核现状访谈......18
3.3.1 绩效考核访谈对象.......18
3.3.2 绩效考核访谈内容.......19
3.4 交通银行 DQ 分行客户经理绩效考核现行方案存在的问题........
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