单位代码 10602
学号 2018011395
分类号 F272
密级 公开
硕士专业学位论文
工商银行A 分行个人客户经理绩效管理优化研究
Research on Performance Management Optimization of
Personal Account Manager in ICBC A branch
学院 ： 经济管理学院
学位类别 ： 工商管理
领域 ： 人力资源管理
年级 ： 2018 级
研究生 ： 侯 琛璇
指导教师 ： 贤成毅教授
完 成 日 期： 2022 年 12 月
工商银行 A 分行个人客户经理
绩效管理优化研究
专业名称：工商管理
申 请 人：侯 琛 璇
指导教师：贤成 毅
摘 要
随着近年来经济的快速发展、我国金融体制的不断变革，我国商业银行面临着国内
众多同业间相互竞争的局面，更有外资银行进驻带来先进经营管理理念的双重冲击。此
外利率市场化、互联网金融等出现对商业银行传统获利模式也造成较大影响，新型的金
融业务模式正快速地抢占商业银行传统模式下多数业务获利的市场份额。如何应对如此
严苛的环境冲击，是所有商业银行都在思考的难题。银行行业特点就是资本和人才的密
切聚集，资金稳定和优质人才储备充足是商业银行持续经营发展的主要动力。随着经济
环境的不断变化，各家商业银行都在持续进行经营理念和产品结构的创新，为了能够在
金融市场中保持稳定向前的发展趋势，人力资源管理方面也是各家银行最重要的变革板
块。
本文研究了工商银行 A 分行个人客户经理绩效管理方案，根据现阶段工商银行 A 分
行发展现状和战略规划，参照成熟绩效管理理论，总结出绩效管理中存在的绩效目标没
有很好地与企业战略相结合、绩效考核方案设计不够合理、绩效考核结果应用不到位等
问题。总结原因主要体现在四个方面，分别是绩效管理工具和制度不健全、员工对绩效
管理的认识存在偏差、基层网点负责人对绩效管理不够重视和基层网点负责人对绩效管
理的相关知识掌握不足。本文从优化绩效目标制定、改善绩效考核体系、强化绩效沟通
与反馈机制、优化绩效考核结果应用等五个方面提出了较为可行的优化建议。首先借鉴
胜任力理论和期望理论为绩效管理优化的理论基础指导，结合现行绩效管理已经使用的
关键绩效指标（KPI），同时引入平衡计分卡方法，从财务、客户、内控合规、学习与成
长四大指标来重新设计绩效考核指标体系，满足了银行对于“安全稳健、以人为本”的
战略要求。然后再借鉴360 度绩效考核法，把满意度指标纳入新的绩效考核指标中，可
以有针对性考核客户经理的综合素质，尽量避免主观因素的影响。整体优化建议目的在
于鼓励和激励员工加强自我学习，主动提高自身素质，增强员工的归属感，激发出员工
内生潜力，在实现自我价值的同时也为银作出更契合战略目标实现的贡献。
关键词：商业银行；个人客户经理；绩效管理
I
Abstract
In recent years, with the rapid development of economy and continuous reform of financial
system, Chinese commercial banks are faced with the competition between many domestic
livery and foreign banks entering into the advanced management concept of double impact. In
addition, the emergence of interest rate liberalization and Internet finance also has a great
impact on the traditional profit model of commercial banks. The new financial business model
is rapidly seizing the market share of most business profits of commercial banks under the
traditional model. How to deal with such a severe environmental impact is a difficult problem
that all commercial banks are thinking about. The banking industry is characterized by the close
accumulation of capital and talents. Stable capital and sufficient reserve of high-quality talents
are the main driving forces for the sustainable operation and development of commercial banks.
With the constant changes of the economic environment, all commercial banks continue to
innovate their business philosophy and product structure. In order to maintain a stable
development trend in the financial market, human resource management is also the most
important reform sector for all banks.
This paper studies the performance management scheme for individual customer managers
of ICBC A Branch. According to the current development status and strategic planning of ICBC
A branch, and with reference to mature performance management theories, it summarizes the
existing problems in performance management, such as performance objectives not well
combined with enterprise strategy, the design of performance appraisal scheme is not
reasonable, and the application of performance appraisal results is not in place. The reasons are
mainly reflected in four aspects: the imperfect performance management tools and system, the
deviation of employees; understanding of performance management, the lack of attention to
performance management and the lack of knowledge of performance management. This paper
puts forward feasible optimization suggestions from five aspects: optimizing the setting of
performance objectives, improving the performance appraisal system, strengthening the
performance communication and feedback mechanism, and perfecting the application of
performance appraisal results. First, the competency theory and expectation theory are used as
the theoretical basis for performance management optimization, combined with the key
performance indicators (KPI) already used in the current performance management, and the
balanced scorecard method is introduced to redesign the performance appraisal index system
from the four indicators of finance, customer, internal control compliance, learning and growth.
II
It meets the strategic requirements of the bank for "safety and soundness and people-oriented".
Then, by referring to the 360-degree performance appraisal method, the satisfaction index is
incorporated into the new performance appraisal index, so as to assess the comprehensive
quality of account managers in a targeted way and avoid the influence of subjective factors as
far as possible. The purpose of the overall optimization proposal is to encourage and motivate
employees to strengthen self-learning, improve their own quality, enhance their sense of
belonging, stimulate their endogenous potential, and make more contributions to the realization
of the Bank;s strategic goals while realizing their self-value.
Keywords: Commercial bank; Personal account manager; Performance management
III