现代国有商业银行网点绩效管理的探讨（毕业设计）.rar

现代国有商业银行网点绩效管理的探讨

[摘要] 关键业绩指标管理是现在企业管理界比较流行的做法。国有商业银行网点的绩效管理应包括关键业绩指标管理和关键行为指标管理两部分，考核对象为网点的业务部和营销部。商业银行网点绩效指标的建立应配合商业银行总体的发展战略，采用头脑风暴法或鱼骨刺图法，全员讨论取得共识，确定3-5个关键业绩指标，10-15个关键行为指标，然后制订指标详细标准、权重、周期，建立评价、奖惩、改进等管理机制，推进网点绩效管理。商业银行网点的业务部门注重服务和风险控制，营销部负责市场拓展，因此，网点的绩效管理考核也应有所侧重，原则上对关键行为指标管理不得超过绩效管理权重的40%。由于国有商业银行网点绩效管理尚处在起步阶段，还存在不少问题，因此，需要我们在实践中不断探索、发展和完善，使国有商业银行网点的核心竞争力不断得到提高。

[关键词] 关键业绩指标  关键行为指标  绩效管理体系

[Abstract] Key performance Index Management is a very popular model among the Enterprise Administrations. Performance Management of state-owned commercial bank branches should be comprised of two parts: Key Performance Index Management and Key Action Index Management. The object should include sales Deparement and marketing department of each branch.The establishment of the commercial bank branch should in line with the overall development strategy of commercial bank, all the employees can reach consensus by brainstorming and fishbone diagramming. Set down 3-5 key Performance Indexes, and 10-15 Key Action Indexes,then formulate the specific criteira,weighted average,cycle, and establish some management mechanisms like assessment, rewards and punishment, and improvement to push branch's performance management.Commercial Banks' branch mainly focus on service and risk control, and marketing responsible for market development, so perfomance managerment of branch should also have some , in principle, the management for key action index should not exceed 40% of the weighted average of performance management. Since performance management for state-owned commercial bank branches is still underway, it still exists some probleom, so we need to keep on exploring, developing and improving in our practice to furture improve the core compete competency of state-owned commercial bank branches.

[Keyword] Key Performance Indication   Key Behavior Indication   Performance Management’s system

目录
引言----------------------------------------------------------------------------------------------------------- 4
一、商业银行网点绩效考核的现状--------------------------------------------- 4
二、现代企业绩效管理的概念------------------------------------------------- 4
三、构建商业银行网点绩效管理体系------------------------------------------- 5
（一）界定职位工作职责----------------------------------------------------- 5
（二）设定绩效管理指标----------------------------------------------------- 5
（三）分配权重确定周期----------------------------------------------------- 5
（四）签订管理责任书------------------------------------------------------- 5
（五）绩效改进和价值评价--------------------------------------------------- 6
四、银行网点绩效管理指标的制定--------------------------------------------- 6
（一）业务部关键业绩指标--------------------------------------------------- 6
（二）营销部关键业绩指标--------------------------------------------------- 7
（三）网点人员的关键行为指标----------------------------------------------- 7
五、网点绩效管理中应注意的几个问题----------------------------------------- 9
（一）业务量考核问题------------------------------------------------------- 9
（二）内部转移价格问题----------------------------------------------------- 9
（三）人员思想统一问题----------------------------------------------------- 9
（四）管理信息化要求------------------------------------------------------- 10