摘  要

金融体系市场化的转型发展，为银行客户经理制度的形成和发展创造了必要条件，现已发展成为我国商业银行最基础、最核心的管理制度之一。客户经理的工作绩效与服务水平成为银行客户满意度、稳定性的重要影响因素。这就需要一套全面完善的绩效考核机制、激励机制对客户经理进行监督管理。商业银行发展至今，我国金融环境日益复杂，对商业银行的经营管理水平也提出了更高要求，而人力资源在商业银行经营发展过程中的重要性也因此不断提升。在金融产品和服务同质化日益严重的同时，人力资源管理就成为提升银行核心竞争力的主要力量。客户经理是银行与客户的交流沟通媒介，客户经理的专业素养和服务质量很大程度上决定客户对银行服务的满意度，从而对银行持续稳健发展产生巨大影响，这就充分表明客户经理管理在银行管理体制中的重要地位。

本文以民生银行兰州分行客户经理为研究对象，依托平衡计分卡考核管理体系，实现对民生银行兰州分行客户经理绩效考核体系的全面梳理，找寻不足并进行优化设计。在具体内容上：首先阐述本文的研究背景及意义、国内外相关文献、研究内容及方法和技术路线。然后介绍相关概念及理论基础，包括客户经理、绩效考核、绩效考核体系、目标管理理论、期望理论、综合激励理论及绩效考核主要方法。再次，分析出民生银行兰州分行客户经理绩效考核现状及问题。通过调查问卷进行深入调研，研讨兰州分行客户经理绩效考核体系问题。之后，提出民生银行兰州分行客户经理绩效考核体系优化方案，包括目标、原则、指标体系、指标权重、绩效反馈与申诉和考核结果的应用优化设计。最后从组织、制度、技术保障和企业文化方面，提出民生银行兰州分行客户经理绩效考核体系优化设计实施保障措施。

客户经理是商业银行业务拓展的主要载体，客户经理的绩效考核，对于其工作效率和工作成绩有非常直接的影响。希望通过本文的研究为民生银行兰州分行激发客户经理的工作潜能提供一些新思路，并对我国其他商业银行创新人力资源和绩效管理模式带来启发。

Abstract

The transformation and development of the marketization of the financial system has created the necessary conditions for the formation and development of the bank customer manager system. This operation and management system was born in the 1990s, and has now developed into one of the most basic and core management systems of China's commercial banks. The work performance and service level of account managers become important factors affecting the customer satisfaction and stability of banks. Therefore, it is necessary to scientifically evaluate the work performance of account managers to ensure the smooth realization of their functions, and to ensure the stability of bank customers and satisfaction with bank services. This requires a set of comprehensive and perfect performance appraisal mechanism, incentive mechanism to supervise and manage customer managers. Up to now, China's financial environment has become increasingly complex, which has put forward higher requirements for the operation and management level of commercial banks. Therefore, the importance of human resources in the operation and development process of commercial banks has been constantly increasing. With the homogenization of financial products and services becoming increasingly serious, human resources will become the main source of the core competitiveness of banks. Account manager is the communication medium between the bank and the customer. The professional quality and service quality of account manager largely determine the satisfaction of the customer service to the bank, thus having a huge impact on the sustainable and steady development of the bank, which fully shows the important position of account manager management in the bank management system.

    This paper takes the account managers of Lanzhou Branch of Minsheng Bank as the research object, and relies on the balanced scorecard assessment management system to achieve a comprehensive review of the performance assessment system of account managers of Lanzhou Branch of Minsheng Bank to find out the shortcomings and optimize the design. In terms of specific content, the main aspects are as follows: firstly, the research background and significance of this paper, relevant domestic and foreign literature, research content and method and technical route are explained. Then relevant concepts and theoretical foundations are introduced. It includes customer manager, performance appraisal, performance appraisal system, goal management theory, expectation theory, comprehensive incentive theory and main methods of performance appraisal. Thirdly, the current situation and problems of the performance appraisal of account managers in Lanzhou Branch of Minsheng Bank are analyzed. The basic situation of the Lanzhou branch of Minsheng Bank and its account managers is introduced. In-depth research is conducted through questionnaires to understand the problems of the performance appraisal system of account managers in Lanzhou Branch. After that, the optimization plan of the performance appraisal system for account managers of Minsheng Bank Lanzhou Branch is proposed, including the optimization design of objectives, principles, index system, index weights, performance feedback and appeals and application of appraisal results. Finally, the guarantee measures for the implementation of the optimized design of the performance appraisal system for account managers in Lanzhou Branch of Minsheng Bank are proposed from four aspects: organization, system, technical guarantee and corporate culture.

    Account managers are the main carriers of commercial banks' business development, and the performance appraisal of account managers has a very direct impact on their work efficiency and work performance. It is hoped that the study of this paper will provide some new ideas for Lanzhou Branch of Mingshen Bank to stimulate the working potential of account managers and bring inspiration to other commercial banks in China to innovate human resource management mode.