Abstract
Abstract
Currerntly China's comprehensively deepening reform has enterd the deep-water
area, especially the gradual and comprehensive opening of the financial market, the
competition of commercial banks is becoming increasingly fierce. As one of the core
businesses of commercial banks, the corporate business is also facing practical
problems such as serious product homogenization and difficult competition for
resources. How to improve the competitiveness of corporate business and how to bring
more business resources have become the pain points and difficulties in front of banks.
In order to solve relevant problems, realize the sustainable development of commercial
banks and complete their strategic objectives, we must have matching human resources
support.
Through a scientific and effective performance management system to manage the
corporate customer managers of commercial banks, their work performance can be
effectively improved, which is conducive to commercial banks to achieve their
corporate business functional strategy and overall strategic objectives. Taking the
corporate customer manager of a branch of Agricultural Bank of China as the research
object, this paper analyzes the current situation, existing problems and causes of the
current performance management system through data sorting, questionnaire survey and
interview. On the basis of analyzing the necessity and feasibility, the balanced scorecard
is selected as the optimization tool, combined with the corporate business development
strategy of branch A and the post characteristics of corporate customer manager, a
strategic map is constructed, and the performance appraisal indicators are decomposed.
According to the post objectives, this paper constructs the performance index system of
two types of corporate customer managers of branch A: marketing management and risk
management. The weight of relevant indexes is determined by AHP. According to the
scientific connotation of performance management, each link of the performance
management process of branch A's corporate customer manager is optimized, and
finally a relatively complete set of optimization scheme for corporate customer manager
performance management of branch a is formed, and relevant safeguard measures to
ensure the implementation of the scheme are formulated.
Through the analysis and researchresearch on performance management the
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Abstract
optimization of corporate account managers in A branch of Agricultural Bank of China,
the author puts forward the optimization scheme, which can promote the high-quality
development of corporate business of ABC A Branch from the aspect of human
resources management, and play a practical role in enhancing the core competitiveness
of corporate business, further strengthening the brand image of state-owned big banks
and becoming the first-class banks in the western region.
Key Words: A Branch of Agricultural Bank of China; Corporate Account Manager;
Performance Management; Balanced Scorecard
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目录
目录
第1章绪论 ..........................................................1
1.1研究背景及意义.....................................................................................................1
1.1.1研究背景 ..........................................................................................................1
1.1.2研究意义 ..........................................................................................................1
1.2国内外研究综述.....................................................................................................2
1.2.1国外研究文献综述 ..........................................................................................2
1.2.2国内研究文献综述 ..........................................................................................3
1.2.3文献评述 ..........................................................................................................4
1.3研究内容及方法.....................................................................................................4
1.3.1研究内容 ..........................................................................................................4
1.3.2研究方法 ..........................................................................................................5
1.4本章小结.................................................................................................................6
第2章相关概念界定及绩效管理理论基础 ................................7
2.1概念界定.................................................................................................................7
2.1.1绩效 ..................................................................................................................7
2.1.2绩效管理 ..........................................................................................................7
2.1.3对公客户经理 ..................................................................................................9
2.2理论基础.................................................................................................................9
2.2.1基于 KPI的绩效管理体系..............................................................................9
2.2.2基于 MBO的绩效管理体系.........................................................................10
2.2.3基于平衡计分卡的绩效管理方法 ................................................................10
2.3本章小结...............................................................................................................10
第3章农行A分行对公客户经理绩效管理现状 ...........................11
3.1农行 A分行的基本情况及对公业务发展情况..................................................11
3.1.1 A分行基本情况介绍 .....................................................................................11
3.1.2农行 A分行对公业务及对公客户经理队伍建设情况 ...............................12
3.2农行 A分行对公客户经理绩效管理现状..........................................................14
3.2.1 A分行对公客户经理绩效计划与指标体系 .................................................15
3.2.2 A分行对公客户经理绩效管理过程控制 .....................................................16
3.2.3 A分行对公客户经理绩效考核与评价 .........................................................16
IV
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