本文選題：客戶經(jīng)理 + 績(jī)效指標(biāo)��； 參考：《南京理工大學(xué)》2013年碩士論文

【摘要】：作為銀行與客戶之間的溝通橋梁,客戶經(jīng)理不僅是銀行對(duì)外業(yè)務(wù)的代表,更是銀行與客戶關(guān)系的代表�？蛻艚�(jīng)理通過(guò)了解客戶的需求,發(fā)展更多、更高質(zhì)量的客戶關(guān)系,同時(shí)協(xié)調(diào)銀行內(nèi)部各方面資源,為客戶提供服務(wù)�？茖W(xué)、高效的客戶經(jīng)理崗位績(jī)效指標(biāo)體系,對(duì)我國(guó)各銀行在入世后的銀行業(yè)競(jìng)爭(zhēng)中取得競(jìng)爭(zhēng)優(yōu)勢(shì)具有重要意義。 本文通過(guò)對(duì)國(guó)內(nèi)外相關(guān)研究的回顧,以及對(duì)相關(guān)概念的界定,結(jié)合J銀行Q支行客戶經(jīng)理崗位的實(shí)際情況,深入分析了J銀行Q支行現(xiàn)行的績(jī)效考核指標(biāo)體系中關(guān)于客戶經(jīng)理崗位績(jī)效指標(biāo)設(shè)計(jì)方面主要存在的問(wèn)題及其形成原因。并基于關(guān)鍵績(jī)效指標(biāo)法,重點(diǎn)考慮了績(jī)效指標(biāo)與J銀行發(fā)展戰(zhàn)略、對(duì)客戶經(jīng)理崗位的工作要求、以及客戶經(jīng)理崗位工作職責(zé)等的銜接,結(jié)合J銀行Q支行客戶經(jīng)理崗位的實(shí)際情況,對(duì)現(xiàn)有的客戶經(jīng)理崗位績(jī)效指標(biāo)進(jìn)行優(yōu)化設(shè)計(jì),為科學(xué)地評(píng)價(jià)銀行客戶經(jīng)理的工作業(yè)績(jī),激發(fā)其工作熱情提供依據(jù)。 該績(jī)效考核指標(biāo)的優(yōu)化設(shè)計(jì),不僅能夠加強(qiáng)銀行客戶經(jīng)理隊(duì)伍的薪酬管理,激發(fā)銀行客戶經(jīng)理的工作熱情,使其工作重心向J銀行發(fā)展戰(zhàn)略方面轉(zhuǎn)移,同時(shí),對(duì)建立規(guī)范化和科學(xué)化的銀行客戶經(jīng)理崗位績(jī)效指標(biāo)體系具有一定的借鑒意義。
[Abstract]:As a bridge between bank and customer, the account manager is not only the representative of the bank's external business, but also the representative of the bank's customer relationship.By understanding customer needs, developing more and higher quality customer relationships, and coordinating all aspects of resources within the bank, account managers provide services to customers.Scientific and efficient performance index system of customer manager position is of great significance for the banks to gain the competitive advantage in the competition after China's entry into WTO.Based on the review of relevant research at home and abroad, and the definition of relevant concepts, combined with the actual situation of account manager position in Q Branch of J Bank,This paper deeply analyzes the main problems and causes of the design of customer manager post performance indicators in the current performance appraisal index system of Q Branch of J Bank.Based on the method of key performance indicators, the paper focuses on the link between performance indicators and J bank's development strategy, the job requirement of customer manager, and the job responsibility of customer manager, etc.Combined with the actual situation of customer manager position in Q Branch of J Bank, the paper optimizes the design of the existing performance index of customer manager, which provides the basis for scientifically evaluating the work performance of bank customer manager and arousing his work enthusiasm.The optimization design of the performance appraisal index can not only strengthen the salary management of the bank customer manager team, stimulate the work enthusiasm of the bank customer manager, make its work focus to the J bank development strategy, at the same time,It has certain reference significance for establishing standardized and scientific bank customer manager post performance index system.
【學(xué)位授予單位】：南京理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F832.33

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