摘要 随着我国金融经济的不断发展，金融体系的不断改革，商业银行的客户经理团 队对银行的重要作用体现的也越来越明显。科学有效的绩效考核体系对充分激发客 户经理团队效能从而提升市场竞争力具有十分重要的意义。本研究着力于改善 WHSY银行客户经理团队绩效评价体系，促进WHSY银行客户经理团队的工作效 率并为WHSY银行枣庄分行的人力资源管理提供支撑，促进WHSY银行枣庄分行 业务快速、高效、稳健的发展，增强WHSY银行枣庄分行的市场竞争力，同时也为 其它金融企业提供丰富的经验借鉴。 本文将WHSY银行枣庄分行客户经理团队的绩效考核体系作为研究对象，从该 银行基本情况、团队结构和现行绩效评价体系入手，以问卷调查方法和个人访谈方 式相结合，发现其现行绩效评价体系存在的主要问题，包括评价指标设计不合理、 评价指标权重分配不合理、评价结果运用单一这三个方面，深入探究问题存在的主 要原因，主要包括缺乏对绩效评价体系的实质认识、绩效评价等同于业绩指标评价、 评价管理过程中缺乏持续有效的绩效沟通、管理部门缺乏有效激励约束机制、WHSY 银行枣庄分行高层领导和客户经理团队对绩效评价缺乏重视、宣传以及培训不到位、 人力资源管理投入不足等方面。在确定原则、目标的基础上，基于专家意见法，选 取层次分析指标，构建了一个包含4个一级指标，10个二级指标的WHSY银行枣 庄分行客户经理团队绩效评价指标体系。并通过计算得出WHSY银行枣庄分行客户 经理团队评价体系各个评价指标的权重。最后，结合WHSY银行枣庄分行实际，提 出WHSY银行枣庄分行客户经理团队绩效评价体系的保障措施，主要包括建立明确 的绩效评价管理体制、绩效考核信息透明化、将评价结果反馈客户经理团队、加强 绩效考核等保障措施，保障绩效评价体系可以发挥出实际效用。 关键词：商业银行；客户经理团队；绩效评价；层次分析法 山东理工大学硕士学位论文ABSTRACT ABSTRACT WiththecontinuousdevelopmentofChina'sfinancialeconomyandthecontinuous reformofthefinancialsystem,theimportantroleofthecustomermanagerteamin commercialbankisbecomingmoreandmoreobvious.Ascientificandeffective performanceappraisalsystemisofgreatsignificancetofullystimulatetheteam effectivenessofcustomermanagerssoastoenhancethemarketcompetitiveness.This paperfocuseonpromotingWHSYbankcustomermanagerteamworkefficiencyto ZaozhuangbranchofWHSYbankofhumanresourcemanagementsupport,improve WHSYbankcustomermanagerteamperformanceevaluationsystem,promotethe ZaozhuangbranchofWHSYbankbusinessthedevelopmentofrapid,efficientand robust,enhancethemarketcompetitivenessofZaozhuangbranchofWHSYbank,aswell asotherfinancialsectorcompaniestoproviderichexperienceforreference. Thisarticletakestheperformanceevaluationsystemofthecustomermanagerteam ofZaozhuangBranchofWHSYBankastheresearchobject,startingfromthebank's basicsituation,teamstructureandcurrentperformanceevaluationsystem,combining questionnairesurveymethodsandpersonalinterviewmethods,andfoundthatitscurrent performanceevaluationsystemexistsThemainproblemsincludetheirrationaldesignof evaluationindicators,theirrationalallocationofevaluationindexweights,andthesingle useofevaluationresults.Themainreasonsfortheproblemsareexploredindepth, mainlyincludingthelackofsubstantialunderstandingoftheperformanceevaluation system,andperformanceevaluationisequivalenttoEvaluationofperformanceindicators, lackofcontinuousandeffectiveperformancecommunicationintheevaluation managementprocess,lackofeffectiveincentiveandrestraintmechanismsinthe managementdepartment,lackofemphasisonperformanceevaluationbytheZaozhuang branchofWHSYbank'sseniorleadersandthecustomermanagerteam,insufficient publicityandtraining,andinsufficientinvestmentinhumanresourcesmanagementetc. Onthebasisofdeterminingtheprinciplesandobjectives,basedontheexpertopinion method,theAnalytichierarchyprocesswasselected,andtheZaozhuangbranchof WHSYbankcustomermanagerteamperformanceevaluationindexsystemincluding4 first-levelindexesand10second-levelindexeswasconstructed.Andthemethodof analytichierarchyprocessisusedtocalculatetheweightofeachevaluationindexofthe 山东理工大学硕士学位论文ABSTRACT customermanagerteamevaluationsystemofZaozhuangBranchofWHSYBank.Finally, incombinationwiththeactualsituationofZaozhuangbranchofWHSYbank,the safeguardmeasuresfortheperformanceevaluationsystemofthecustomermanagerteam ofZaozhuangbranchofWHSYbankwereproposed,whichmainlyincludedthe establishmentofaclearperformanceevaluationmanagementsystem,transparencyof performanceassessmentinformation,andTheevaluationresultsarefedbacktothe customermanagerteam,andperformancemeasuressuchasperformanceappraisalare strengthenedtoensurethattheperformanceevaluationsystemcanexertpracticaleffects. Keywords:Commercialbank;Customermanagerteam;Performanceappraisalsystem; Analytichierarchyprocess 山东理工大学硕士学位论文目录 目录 摘要......................................................................................................................................I ABSTRACT.........................................................................................................................II 目录.............................................................................................................................IV 第一章绪论..........................................................................................................................6 1.1研究背景...................................................................................................................6 1.2研究意义...................................................................................................................6 1.3国内外研究现状.......................................................................................................7 1.4研究内容及方法.....................................................................................................11 1.4.1研究内容...........................................................................................................11 1.4.2研究方法...........................................................................................................11 第二章相关概念与理论基础............................................................................................13 2.1相关概念.................................................................................................................13 2.1.1客户经理的定义...............................................................................................13 2.1.2团队的定义.......................................................................................................13 2.1.3绩效评价体系的定义.......................................................................................15 2.2相关方法.................................................................................................................17 2.2.1目标管理法.......................................................................................................17 2.2.2关键绩效指标法...............................................................................................17 2.2.3平衡计分卡法...................................................................................................18 2.3理论基础.................................................................................................................18 2.3.1行为科学理论...................................................................................................18 2.3.2绩效管理理论...................................................................................................19 第三章WHSY银行枣庄分行客户经理团队绩效评价体系现状..................................20 3.1WHSY银行枣庄分行客户经理团队建设现状.....................................................20 3.1.1WHSY银行枣庄分行基本情况......................................................................20 3.1.2客户经理团队建设现状...................................................................................24 3.2WHSY银行枣庄分行客户经理团队绩效评价体系现状.....................................27 3.2.1客户经理团队绩效评价制度...........................................................................27 山东理工大学硕士学位论文目录 3.2.2客户经理团队岗位关系...................................................................................27 3.3WHSY银行枣庄分行客户经理团队绩效评价体系存在问题及分析.................28 3.3.1WHSY