学位论文原创性声明
本人所提交的学位论文《邮储银行 Z分行客户经理绩效管理体系优化研究》，是在
导师的指导下，独立进行研究工作所取得的原创性成果。除文中已经注明引用的内容外，
本论文不包含任何其他个人或集体已经发表或撰写过的研究成果。对本文的研究做出重
要贡献的个人和集体，均已在文中标明。
本声明的法律后果由本人承担。
论文作者（签名）：
指导教师确认（签名）：
2021年 12月 15日
2021年 12月 15日
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存、汇编学位论文。
（保密的学位论文在
年解密后适用本授权书）
论文作者（签名）：
指导教师（签名）：
2021年 12月 15日
2021年 12月 15日

摘要
近年来，商业银行之间的竞争日益剧烈，在这一市场竞争中，由于产品以及服务同
质化现象严重，因此商业银行的核心竞争力归根结底还是来源于人力资源。客户经理作
为商业银行的重要职位，是银行基层工作人员中数目最多的群体，然而在邮储银行 Z分
行，因为绩效管理体系不够合理，导致这些群体工作时主观能动性有所缺乏，工作氛围
不够良好，从而银行业绩的增长不够理想化，此外管理难度也日益增加。
本文利用问卷调查法以及访谈法对现阶段邮储银行 Z分行客户经理绩效管理现状
予以调查，通过相关数据以及研究发现邮储银行 Z分行在绩效管理体系方面具备下述几
个方面的问题：一是绩效计划制定不合理，二是绩效沟通环节缺失，三是绩效考核指标
设置忽略非财务指标，四是绩效反馈机制不健全，五是绩效考核结果运用不充分。通过
调查发现上述问题产生的原因有以下两个方面：一是绩效计划未与银行战略目标相结
合，二是管理者对绩效管理认识不足。依据上述问题以及原因，本文选用了平衡计分卡
以及KPI等绩效管理工具对邮储银行 Z分行绩效管理体系予以改良，通过制定绩效计划、
健全绩效沟通环节、制定合理的岗位 KPI指标及权重、优化考核流程和完善考核主体、
完善绩效反馈面谈制度、加强绩效考核结果的应用等方式，使得该行的客户经理绩效管
理体系变得更加科学、合理以及完善。希望通过上述举措，能够促使 Z分行按绩效管理
体系变得更为完备，促使邮储银行 Z分行绩效目标得以实现。同时，本文还从领导高度
支持、加强教育培训、重视员工发展、营造绩效文化、上线科学的数据统计平台等方面
提及相应的保障举措，以此来确保完善之后的客户经理绩效管理体系能够顺利的实施，
促使绩效管理工作能够顺利的进行，同时也可以让邮储银行 Z分行重视人才构建，从而
打造一支高绩效的客户经理队伍，以此来促使邮储银行 Z分行实现良好持久的发展。
关键词：中国邮政储蓄银行；客户经理；绩效管理；平衡计分卡
I

Abstract
In recent years, the competition among commercial banks has entered a fierce stage. The
objects of competition are not limited to competition for products and services. Human
resources have also become an important competitive factor. They play an important role in
the formation and improvement of banks’ core competitiveness. character of. Account
managers are an important position in commercial banks, and they are also the largest group
among the bank's grassroots staff. However, at the Z branch of Postal Savings Bank of China,
due to the unreasonable performance management system, some account managers have slack
in their work and the working environment is not good. Ideally, the bank's performance
cannot be significantly improved, and management difficulties are also increasing.
This paper uses questionnaire survey and interview methods to investigate and study the
current situation of the performance management of customer managers in the Z branch of
Postal Savings Bank of China. Combining the obtained first-hand information and relevant
data, it conducts an in-depth exploration of the bank and finds that it has the following
performance management systems There are several problems: one is that the performance
plan is unscientific; the other is that there is no performance communication link; the third is
that non-financial indicators are not included in the performance appraisal indicators; the
fourth is that the performance feedback mechanism is not sound; the fifth is that the results of
the performance appraisal are not fully used. The investigation found that the reasons for the
above-mentioned problems are as follows: one is that the performance plan is separated from
the bank's strategic goals, and the other is that managers have not fully realized the
importance of performance management. Based on these problems and causes, this article
uses balanced scorecards and KPIs and other performance management tools to innovate the
performance management system, by formulating performance plans, improving performance
communication links, formulating reasonable job KPI indicators and weights, optimizing the
evaluation process and improving Strategies such as assessing the main body, improving the
performance feedback interview system, and strengthening the application of performance
appraisal results have made the bank's account manager performance management system
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