硕 士 学 位 论 文

A 银行厦门分行客户经理绩效考核体系优化研究

Optimization Research on Customer Manager Performance Evaluation System of Bank A Xiamen Branch

张苗苗

指导教师姓名：吴文华 教授

专 业 名 称：工商管理 (MBA)

论文提交时间：2011 年 4 月

论文答辩日期：2011 年 5 月

学位授予日期： 年 月

答辩委员会主席

评 阅 人

2011 年 4 月

学校编码：10384

学号：17920081151221

A

银行厦门分行客户经理绩效考核体系优化研究

张苗苗

指导教师：吴文华

教授

厦门大学

UDC

分类号 密级

厦门大学博硕士论文摘要库

厦门大学博硕士论文摘要库

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厦门大学博硕士论文摘要库

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厦门大学博硕士论文摘要库

厦门大学博硕士论文摘要库

摘 要

摘 要

2006 年 12 月 11 日中国银行业为期五年的入世过渡期结束后，许多外资银行通

过注册成为国内法人银行的形式，正式进入中国市场，全面经营零售人民币业务。

然而就在进入中国市场的初期，2008 年全球性的金融危机爆发，打乱外资银行在中

国扩张的步伐，同时也让外资银行的声誉受到影响；与此同时，中国的四大国有银

行和股份制银行则在迅速的发展壮大。外资银行面临内部制度的本土化以及外部竞

争压力的双重挑战，在这样的形势下，外资银行必须迅速实现内部制度及人才战略

的调整，才能更快加入与中国国内银行在零售业务领域的竞争。

A 银行是 2007 年首批获准经营零售人民币业务的银行之一，这四年来在中国市

场零售业务方面所获得的利润不断提升。但是在业务迅速发展的同时，人才方面的

瓶颈也日益突显，其在客户经理方面的绩效考核存在一些问题，比如考核指标设置

过于片面，过度追求短期利益；考核权重不合理；缺乏员工参与等等。基于 A 银行

厦门分行目前的绩效考核现状，本文通过对绩效考核理论的研究，以及借鉴国内外

对客户经理绩效考核的经验，提出基于平衡计分卡思想的 KPI 体系优化方案，通过

建立厦门分行一级 KPI 体系和部门二级 KPI 体系，对客户经理的岗位 KPI 进行的再

造设计。最后，笔者也对绩效考核方案的实施作了相关因素的分析。通过本文的研

究，我们也可以得出：科学的绩效考核模式对于构建公平的竞争环境，促进团队及

组织目标的实现有着极其重要作用，才能实现个人与银行的双赢。

关键词：外资银行；客户经理；关键业绩指标

厦门大学博硕士论文摘要库

厦门大学博硕士论文摘要库

Abstract

Abstract

After 5-year transition period since the entry of China’s banking industry into WTO

ended on December 11th, 2006, many foreign banks officially entered into Chinese market

with registered domestic legal representatives, operating fully in RMB retailing business.

Then right in the beginning, the global financial crisis exploded in 2008, which disturbed

their expansion in China and showed huge impact on their reputation. Meanwhile, China’s

top 4 state-owned banks and other join-stock banks were growing fast and significantly.

Facing with challenges both from localization of systems as well as external competition,

under such a circumstance, the foreign banks had to carry out internal adjustments for

systems and staff strategy immediately to enhance its competition against China’s

domestic banks in retailing business.

Among the first banks with approval to do RMB retailing business in 2007, Bank A

has been increasing its profits in retailing steadily in the last 4 years. However, bottlenecks

become more and more obvious in human policy. Especially in performance evaluation of

customer managers, one-sided evaluation index setup, pursuit of short-term profits,

unreasonable evaluation criteria and insufficient staff involvement are among those

problems to be improved. Considering current performance status of Bank A Xiamen

Branch and domestic and international experiences in performance evaluation of customer

managers, through research on performance evaluation theories, this thesis will propose a

KPI system optimization solution based on balanced scorecard concept. The solution

suggests to setup Class 1 KPI system and Class 2 KPI system in Xiamen Branch to realize

revolution of position KPI for customer managers. At last, an analysis will also be made

on the relevant factors in carrying out this solution. Through this research it is concluded

that scientific mode of performance evaluation is of great significance in establishing fair

competition environment, achieving company goals and win-win effects between the

employer and employee.

Key Words：Foreign Bank, Customer Manager, Key Performance Indicator

厦门大学博硕士论文摘要库

厦门大学博硕士论文摘要库

目 录

目 录

第一章 绪论 ······································································· 1

第一节 选题背景 ················································································ 1

第二节 研究意义 ················································································ 3

第三节 研究内容与方法 ······································································· 4

第二章 ······································ 6 绩效考核理论基础及文献综述

第一节 绩效考核概述 ·········································································· 6

一、 ········································································ 6 绩效与绩效考核

二、 ·································································· 7 绩效考核的发展历程

三、 ········································································ 8 绩效考核的作用

第二节 绩效考核的方法 ······································································· 9

一、 ····································································· 9 绩效考核方法类别

二、 ······························································10 绩效考核方法的新趋势

第三节 商业银行客户经理制的发展 ·······················································12

一、 ···············································12 商业银行客户经理制概念及其职能

二、 ·····················································13 商业银行客户经理制发展历程

第四节 国内外商业银行客户经理绩效考核经验 ········································14

一、 ··················································14 商业银行客户经理绩效考核目的

二、 ············································14 国外商业银行客户经理绩效考核经验

三、 ·····························15 国内商业银行客户经理绩效考核经验及存在问题

第三章 ··························17 A银行厦门分行客户经理绩效考核现状

第一节 A银行厦门分行概况·································································17

一、 ··································································17 A银行厦门分行简介

二、 ···················································19 A银行厦门分行个人银行部简介

三、 ·········································20 客户经理的地位、作用及人员结构分析

第二节 客户经理目前的绩效考核方案 ·····················································23

一、 ······························································23 现行绩效考核方案介绍

二、 ·····················································26 现行绩效考核方案满意度调查

三、 ···············································28 客户经理绩效考核方案存在的问题

第三节 客户经理绩效考核体系改进的必要性 ···········································30

一、 ······························································30 行业竞争导致的必要性

二、 ············································31 所处的发展阶段及未来业务发展决定

厦门大学博硕士论文摘要库

A 银行厦门分行客户经理绩效考核体系优化研究

三、 ························································31 客户经理队伍提升的必要性

第四章 ···········33 A银行厦门分行客户经理绩效考核体系的优化方案

第一节 客户经理新绩效考核体系优化目的及原则 ·····································33

一、 ···························································33 绩效考核体系改进的目的

二、 ····································································34 绩效考核改进原则

第二节 客户经理新绩效考核体系方法的选择及思路 ··································35

一、 ···························································35 绩效考核改进方法的选择

二、 ···························································35 绩效考核方案的优化思路

第三节 客户经理新绩效考核指标体系的确立 ···········································36

一、 ·······························································36 分行一级KPI体系建立

二、 ····························································38 个人银行部二级KPI体系

三、 ····························································40 客户经理岗位KPI的确立

四、 ·······································································42 指标权重的确定

五、 ·······································································43 指标标准的建立

第四节 客户经理新绩效考核者及考核周期的确定 ·····································45

第五节 客户经理新绩效考核结果的运用 ·················································46

一、 ··········································································46 结果反馈沟通

二、 ·································································46 考核结果分析及应用

第五章 ··48 A银行厦门分行客户经理绩效考核新方案实施可行性研究

第一节 方案实施的流程 ······································································48

第二节 方案实施的保障措施 ································································48

一、 ·····················································48 部门组织架构和职级体系完善

二、 ···························································49 人力资源管理工作的完善

三、 ·······································································50 信息系统的完善

第三节 新绩效方案效果预估 ································································50

一、 ·······································································50 新旧方案的对比

二、 ························································52 新方案实施可能带来的影响

第六章 ·····································································53 结 论

附 录·················································································54

参考文献··············································································56

致谢辞·················································································58

厦门大学博硕士论文摘要库

目 录

Contents

Chapter 1 Preface................................................................................................................1 Section 1 Background.....................................................................................................….1 Section 2 Meanings............................................................................................................. 3 Section 3 Main Contents and Research Methods................................................................4

Chapter 2 General Introduction about Performance Evaluation Theory……..……6 Section 1 Performance Evaluation Overview.......................................................................6 Performance and Performance Evaluation…………………………………........6 Development History of Performance Evaluation……………………………..7 Function of Performance Evaluation……………………………………….......8 Section 2 Performance Evaluation Methods……………………………………………...9 Type of Performance Evaluation Method……………………………………..9 New Trends of Performance Evaluation Method………………………………10 Section 3 Development of Commercial Bank Customer Manager……………………….12 Concept and Function of Commercial Bank Customer Manager……………...12 Development History of Commercial Bank Customer Manager……………....13 Section 4 Experience of Domestic and Foreign Commercial Bank Customer Manager

Performance Evaluation………………………………………………………..14 Purpose of Commercial Bank Customer Manager Performance Evaluation….14 Experience of Foreign Commercial Bank Customer Manager Performance

Evaluation……………………………………………………………………..14 Experience and Problem of Domestic Commercial Bank Customer Manager

Performance Evaluation……………………………………………………….15

Chapter 3 Status about Performance Evaluation of Bank A Xiamen Branch..…….17 Section 1 Bank A Xiamen Branch Overview……………………………………………..17 Introduction of Bank A Xiamen Branch……………………………………….17 Introduction of Bank A Xiamen Branch Personal Banking……………………19 Position, Function and Personnel Structure Analysis of Customer Manager….20 Section 2 Introduction of Customer Manager Existing Performance Evaluation………...23 Introduction of Customer Manager Performance Evaluation………………….23 The Existing Performance Evaluation Satisfaction Survey……………………26

The Existing Problem of Performance Evaluation……………………………..28 Section 3 Necessity of Customer Manager Performance Evaluation System

Improvement………………………………………………………………..…30 Industry Competition…………………………………………………………..30 Development Stage of Bank A Xiamen Branch……………………………….31 Enhance Customer Manager’s Enthusiasm…………………………………….31

厦门大学博硕士论文摘要库

A 银行厦门分行客户经理绩效考核体系优化研究

Chapter 4 Optimization Proposal on Customer Manager Performance Evaluation system of Bank A Xiamen Branch………………………………………33

Section 1 Purposes and Principles of Customer Manager’s New Performance Evaluation System ………………………………………………………………………33 Purpose of New performance Evaluation System………………………..33 Principles of New performance Evaluation System……………………..34

Section 2 The Choice of New performance Evaluation Methods and Optimizing Idea.....35 The Choice of New performance Evaluation Methods………………………..35

Optimizing Idea………………………………………………………………..35 Section 3 Establishing New Performance Evaluation Indicator System…………………36 Establishing Class 1 Xiamen Branch KPI…………………………………….36

Establishing Class 2 Department KPI…………………………………….38 Establishing Customer Manager Position KPI…………………………………40

The Establishment of Indicators Weight …………………………………….42 The Establishment of the Indicators Standard…………………………………43

Section 4 New Performance Evaluation Cycle and Evaluation Person…………………45 Section 5 Application of New Performance Evaluation Results…………………….46 Communication and Feedback about the Evaluation Results…………………46 Analysis and Application of Evaluation Results……………………………….46

Chapter 5 Implementation Feasibility Study about Bank A Xiamen Branch Customer

Manager’s New Performance Evaluation System………………………….48 Section 1 The Implementation Process of New Performance Evaluation System………..48 Section 2 Supporting Measure of New Performance Evaluation System………………48

Improvement of Organization Structure and Rank System…………………..48 Improvement of Human Resources Management……………………………49 Improvement of Information Systems………………………………………….50

Section 3 Evaluation Effect of the Performance Evaluation System……………………..50 Comparison of Old and New System…………………………………………..50 Possible Impact of New System’s Implementation ……………………..52

Chapter 6 Conclusions…………………………………………………………………53 Appendix…………………………………………………………………………54 References………………………………………………………………………………56 Acknowledgements………………………………………………………………………58

厦门大学博硕士论文摘要库

第一章 绪论

第一章 绪论

第一节 选题背景

外资银行进入新中国始于改革开放的 1979 年。当年，日本输出入银行在北京设

立代表处，这是我国批准设立的第一家外资银行代表处。2001 年 12 月 11 日，我国

正式加入世界贸易组织，按照加入世贸组织承诺的时间表，逐步开放外资银行经营

人民币业务的地域范围和客户对象范围。2006 年 12 月 11 日中国银行业为期五年的

入世过渡期结束，国务院颁布《外资银行管理条例》和银监会发布的《外资银行管

理条例实施细则》正式生效，标志中国正式全面开放银行业。不过，根据条例规定，

外资银行若要享受国民待遇，必须注册成为国内法人银行，才能全面经营人民币零

售业务。当时外资银行在中国有 198 家分行，大概有 70 家是代表处，2006 年年底

即有 12 家外资银行申请转制，最终汇丰银行(中国)有限公司、渣打银行(中国)有限

公司、东亚银行(中国)有限公司、花旗银行(中国)中国有限公司成为首批获准进入

中国市场的外资银行，与中资银行成为真正意义上的同场竞技。

2007 年，对许多外资银行来说都是历史性飞跃的一年，四家外资银行率先完成

本地注册并开业，和中资银行站在同一起跑线上。正当外资银行在中国打算大展拳

脚的时候，谁也没有想到 2007 年美国的次贷风波会在 2008 年中形成席卷全球的金

融海啸，雷曼兄弟、贝尔斯登在内的一个个老牌投资银行相继倒下，由此而产生的

“多米诺”效应，波及到欧美等众多金融机构。外资银行的“后院起火”，使得他们

不得不收缩在中国的扩张策略，为了应对母公司的资金缺口，外资银行接连抛售其

在中资银行的股份，放慢的在中国的步伐。

金融危机对外资银行的影响远不仅在于发展的速度，对其外资品牌也造成了很

大的影响。在 2007 年，外资银行众多海外理财产品如 QDII，因受到金融危机的影响

而大幅跳水，一时间，外资银行也成了许多投资者口诛笔伐的对象。与国外相对开

放的金融体系相比，由于自身外汇和银行体系相对封闭，中国在这场金融危机中受

影响的程度远小于欧美各国。而且从 2003 年中国政府动用 450 亿美元外汇储备资金

对国有银行进行“大手术”以来，中国四大国有银行已经甩掉原有的沉重包袱，近

几年业绩取得飞速发展。根据英国《银行家》杂志最新公布的 2010 全球银行排名中，

1

厦门大学博硕士论文摘要库

A 银行厦门分行客户经理绩效考核体系优化研究

中国工商银行排名全球第八，并以 245 亿美元的利润荣登全球银行业获利榜首，而

中国银行和中国建设银行的排名也紧随其后，位居全球银行的第一梯队。

除了在中国市场，四大国有银行牢牢占据着超过 50%以上的银行业市场以外，它

们近年来也在不断加大海外市场的布局。曾经，在中国加入世贸组织时，人们还纷

纷担忧外资银行的进入对于老国有银行业来说是“狼来了”，而随着中国国内银行机

构的壮大，外资银行的所带来的威胁似乎远没有传说的中那么明显，反而是外资银

行在外部监管环境变化及内部本土化的调整中，步履有些缓慢。

在普华永道近日发布的最新一份《外资银行在中国》的调查报告显示：外资银

行现在把中资银行看作是强有力的竞争对手。凭借其广泛的分行网络和不断提高的

服务技能，中资银行比过去更能抵御来自外资银行的竞争。在理财、银行卡和网上

银行等业务领域，中资银行都在不断努力提升自身的竞争力，促使外资银行在优质

服务上与中资银行展开竞争。

据悉，中国市场上的外资银行有很多，但市场份额实际上非常小，据统计，外

资银行的市场份额为 1.71%，贷款和存款产品都在 1.7%左右，而参与上述调查的 42

家受访银行中有半数认为，外资银行的市场份额在未来两三年将不会有太大的增幅。

至于市场份额缺少增长的原因，受访银行给出的原因包括不平等的竞争环境，经济

因素以及服务产品品种少等。另外在一项全国性的调查中也显示，在外资银行进入

中国后，明确表示将选择外资银行的人数占 10.8%，仍愿意选择国内银行的人占

72.7%，另外还有 16.4%的人在观望[1]。这除了与客户原有的使用习惯有关外，中资

银行在业务品种和服务方面的不断提高也是一大因素。由此可见，外资银行进入中

国市场还是面临的巨大的挑战。

不过，中国作为目前发展速度最快的经济体之一，其 13 亿人口的金融服务市场

潜力是巨大，也是充满机遇的，外资银行不会舍弃这么好的一个市场。未来两年仍

有大量外资银行计划在中国内地开设境内法人机构,预计 2011 年在境内注册的法人

外资银行将会达 50 家。对于外资银行来说，如何在中国市场找准定位，从四大国有

银行的“围堵”中寻求市场的切入点，抢到自己的一席之地，是它们现阶段面临的

最关键问题。就像 20 多年前的招商银行，将银行卡作为自己独特的切入点，从免费

发行一张张印有向日葵图案的“一卡通”借记卡起步，做到如今占据国内信用卡市

场几乎三分之一的份额，而且在笼络个人客户存款方面更显示出强大的势头，另四

大国有银行都不敢小觑。目前许多外资银行，如汇丰、渣打、花旗、荷兰、东亚等

2

厦门大学博硕士论文摘要库

Degree papers are in the “Xiamen University Electronic Theses and Dissertations Database”. Fulltexts are available in the following ways: 1. If your library is a CALIS member libraries, please log on http://etd.calis.edu.cn/ and submitrequests online, or consult the interlibrary loan department in your library. 2. For users of non-CALIS member libraries, please mail to etd@xmu.edu.cn for delivery details.

厦门大学博硕士论文摘要库