员工是企业的核心竞争力，对于竞争趋于白热化的银行业更是如此。银行 业产品同质化现象明显，更多的是靠员工的聪明才智和积极主动性去争取更多 的市场份额，提升银行整体实力上升。如何激发员工的积极性，使其全身心投 入到工作中去，为银行创造更多价值是需要深入考虑的问题，即，如何将激励 政策成功运用到绩效考核方面显得尤为重要。由于对公业务在银行业务中的地 位和份额较大，该序列员工一直是交行甘肃省分行业务发展的主力军之一。但 对公业务序列员工日常客户维护及拓展工作时间跨度较大，成果产生过程较为 漫长，同时员工除以客户拓展为主要工作外，仍然需要花费大量的时间和精力 进行客户日常维护工作，且背负贷后资产质量监控及银行合规监管等多方压力。 较为复杂的工作体系使得在为对公业务序列员工统计业绩、绩效考核方面造成 了很多困难。因此，探索如何做到公平公正地量化业绩，使得根据考评结果发 放薪金具有较强的实践指导意义。 在上述背景下，本文以交通银行甘肃省分行实际情况出发，以优化和改善 目前对公业务序列员工考核方案中存在的问题为最终目标，制度制定方面，利 用相关绩效考核理论及360度绩效考核法等考核方法，找出优化策略和建议， 并通过层次分析法确定相应考核指标权重，从而提高对公业务序列员工的积极 性，让员工这块软实力发挥独特竞争优势，使得甘肃省分行有效提高市场份额， 增加创新能力。同时，就目前制度执行方面存在的问题提出改善意见，并设计 执行保障方案，为优化后的绩效方案的落地提供有力保障。 通过优化建议和策略的提出，使得现有考核方案得到切实可行的改善，以 求提高员工工作积极性和工作态度，让现有绩效考核更加合理，发挥更大的激 励作用，从而提高交通银行甘肃省分行的综合竞争力，达到员工和企业共同实 现价值的目标。 关键词：交通银行，绩效考核，优化，对公业务序列员工 MBA学位论文 作者：陶妍宇 交通银行甘肃省分行对公业务序列员工绩效考核方案的优化研究 II RESEARCH ON THE OPTIMIZATION OF PERFORMANCE APPRAISAL SCHEME OF COMPANY BUSINESS STAFF IN GANSU BRANCH OF BANK OF COMMUNICATIONS Abstract Employees are the core competitiveness of an enterprise，especially for the banking industry， which is becoming increasingly competitive.The homogenization of banking products is obvious. It depends more on the intelligence and initiative of employees to gain more market share and improve the overall strength of the bank. How to stimulate employees' enthusiasm, make them devote themselves to their work and create more value for the bank is a problem that needs to be considered in depth, that is, how to successfully apply incentive policies to performance appraisal is particularly important. Due to the large position and share of company business in banking business, this series of employees has been one of the main forces in the business development of Gansu Branch of BOCOM. However, the time span of daily customer maintenance and development for employees of company business series is large, and the process of achievement generation is relatively long. Besides the main work of employees divided by customer development, they still need to spend a lot of time and energy on daily customer maintenance, and bear the pressure of post loan asset quality monitoring and bank compliance supervision. The more complex work system makes it difficult to make statistics and performance appraisal for the company business staff. Therefore, it is of great practical significance to explore how to quantify performance fairly and fairly so as to pay salaries according to the evaluation results. Based on the above background, this paper takes the actual situation of Gansu Branch of Bank of communications as the ultimate goal to optimize and improve the existing problems in the current assessment scheme for employees in company business series. In terms of system formulation, it uses relevant performance MBA学位论文 作者：陶妍宇 交通银行甘肃省分行对公业务序列员工绩效考核方案的优化研究 III assessment theories and 360 degree performance assessment methods to find out optimization strategies and suggestions, and determines the corresponding assessment index right through AHP so as to improve the enthusiasm of the employees in the company business sequence, give full play to the unique competitive advantage of the soft power of the employees, and effectively improve the market share and innovation ability of Gansu Branch. At the same time, put forward improvement suggestions on the existing problems in the implementation of the current system, and design the implementation guarantee scheme to provide a strong guarantee for the implementation of the optimized performance scheme. Through the optimization suggestions and strategies, the existing assessment scheme can be effectively improved, so as to improve the work enthusiasm and work attitude of employees, make the existing performance assessment more reasonable, play a greater incentive role, so as to improve the comprehensive competitiveness of Gansu Branch of Bank of communications, and achieve the goal of joint realization of value of employees and enterprises. Key words: Bank of communications, Performance appraisal, Optimization, Company business staff MBA学位论文 作者：陶妍宇 交通银行甘肃省分行对公业务序列员工绩效考核方案的优化研究 IV 目 录 中文摘要 ................................................. I Abstract ................................................ II 第一章 绪论 .............................................. 1 1.1 研究背景及研究意义 ......................................... 1 1.1.1 研究背景 ....................................................... 1 1.1.2 研究意义 ....................................................... 2 1.2 研究问题及内容 ............................................. 3 1.3 研究思路及方法 ............................................. 4 1.3.1 研究思路 ....................................................... 4 1.3.2 研究方法 ....................................................... 5 第二章 绩效考核相关理论基础 .............................. 7 2.1绩效考核研究现状 ............................................ 7 2.1.1 国外绩效考核及商业银行绩效考核研究现状 ......................... 7 2.1.2 国内绩效考核及商业银行绩效考核研究现状 ......................... 8 2.2 相关理论基础 ............................................... 9 2.2.1 激励理论 ....................................................... 9 2.2.2 公平理论 ...................................................... 11 2.2.3 二八法则 ...................................................... 12 2.3 绩效考核相关考核方法 ...................................... 12 第三章 交通银行甘肃省分行对公业务序列员工绩效考核方案的现 状 ...................................................... 16 3.1 交通银行甘肃省分行概况 .................................... 16 3.1.1 交通银行甘肃省分行简介 ........................................ 16 3.1.2 交通银行甘肃省分行组织结构 .................................... 16 MBA学位论文 作者：陶妍宇 交通银行甘肃省分行对公业务序列员工绩效考核方案的优化研究 V 3.1.3 交通银行甘肃省分行人员构成 .................................... 17 3.2 交通银行甘肃省分行对公业务序列员工绩效考核方案的现状 ...... 20 3.2.1 交通银行整体绩效考核框架体系简介 .............................. 20 3.2.2 交通银行甘肃省分行对公业务序列员工绩效考核内容 ................ 21 3.2.3 交通银行甘肃省分行对公业务序列员工绩效考核实施情况 ............ 24 第四章 交通银行甘肃省分行对公业务序列员工绩效考核存在的问 题及原因分析 ............................................ 25 4.1 交通银行甘肃省分行对公业务序列员工绩效考核的满意度调查 .... 25 4.1.1 调查问卷设计与实施过程说明 .................................... 25 4.1.2 调查问卷结果数据分析 .......................................... 25 4.2 交通银行甘肃省分行对公业务序列员工绩效考核中存在的问题 .... 33 4.2.1 指标和考核内容设计存在问题 .................................... 33 4.2.2 绩效考核方案实施过程及执行环节存在问题 ........................ 33 4.2.3 沟通与反馈存在问题 ............................................ 34 4.3 现行绩效考核中存在问题的原因分析 .......................... 34 4.3.1 管理者管理观念存在不足 ........................................ 34 4.3.2 组织架构存在缺陷 .............................................. 35 4.3.3 硬件技术存在不足 .............................................. 35 4.3.4 企业文化及氛围存在不足 ........