摘要
近年来，我国经济稳定快速发展，企业融资结构升级优化，为银行的经营和发展
提供了良好的经济基础。在整体发展利好的大环境下，银行也开始面临一些挑战，例
如利率市场化加快、互联网金融新业态涌现等，使得银行之间竞争变得异常激励。以
客户为中心，以市场需求为导向，是银行变革的方向，优化客户经理队伍管理也成为
银行经营管理的发力点。客户经理绩效考核又是客户经理队伍管理的关键环节。然后
目前我国银行客户经理绩效考核还存在一些普遍的问题，例如客户经理业绩核定标准
难以统一、绩效考核协调沟通机制尚未完善等。鉴于此，本文主要研究银行客户经理
绩效考核

本文以建行县支行为研究对象，对绩效考核、银行客户经理绩效考核等人力资源
管理研究理论的整理和总结基础上，运用了文献分析法、归纳总结法、调查研究法论
等研究方法，将理论研究与实证分析相结合，来研究建行县支行客户经理绩效考核问
题

本文首先介绍了选题的背景和意义、内容、方法等，对全文起到纲领性作用；接
着回顾和总结了本文的理论基础，包括绩效考核理论基础和银行客户经理绩效考核理
论基础，为下文研究提供理论支持；然后本文对建行县支行的客户经理绩效考核现状
进行总结和分析，发现目前存在的问题，并找出原因；之后对建行县支行客户经理绩
效考核指标体系进行了优化，形成客户经理绩效考核指标综合体系；随后，本文提出
了实施流程需要完善的方面，包括制定合理的考核计划、采用客户的考核方式、优化
绩效考核沟通机制、加强绩效考核结果的应用。又从加大宣传力度、制度、人才、文
化四个方面为客户经理绩效考核实施提供保障；最后，本文对全文研究过程进行总结，
并做相应的展望

本文得出的研究结果有：目前建行县支行客户经理考核存在的问题有绩效考核目
的被曲解、绩效考核流程不合理、考核指标设计不合理、忽视绩效考核的后续改进

这些问题的原因分别是客户经理对绩效考核缺乏正确的认识、网点缺乏有效的工作岗
位分析、绩效考核过程缺乏有效沟通、相关部门缺乏专业的指导和培训。通过平衡计
分卡，本文确定的五个一级指标分别是财务层面、客户层面、内部层面、学习与成长
层面和风险层面的指标。运用德菲法确定了二级指标数量为 16 个。运用德菲尔法确
定一级指标的权重，运用排序法确定 16 个二级指标的权重，最终形成客户经理绩效
考核指标综合体系

本文研究的理论意义在于丰富了新的市场经济环境下客户经理绩效考核研究内
容；实践意义在于优化绩效考核体系，有利于提高银行客户经理团队的发展。摘要关键词：银行客户经理；绩效考核；平衡计分卡建行县支行客户经理绩效考核体系研究
I
ABSTRACT
In recent years, China&39;s economic stability and rapid development, enterprise
financing structure upgrade optimization, for the bank&39;s business and development
provides a good economic basis. In the overall development of the favorable environment,
the banks have begun to face some challenges, such as the accelerated interest rate market,
the emergence of new Internet financial industry, so that competition between banks has
become extremely motivated. Customer-centric, market-oriented, is the direction of bank
change, optimize the management of customer manager team has become the starting point
of bank management. Account manager performance appraisal is the key link of customer
manager team management. Then there are some common problems in the performance
appraisal of our bank&39;s client manager, such as the unqualified standard of the performance
of the client manager, the consistency of the performance appraisal and coordination
mechanism, and so on. In view of this, this paper mainly studies the performance
evaluation of bank account manager.
Based on the research and research of human resource management research theory
such as performance appraisal and bank customer manager performance appraisal, this
paper uses the methods of literature analysis, summarization and investigation, and so on.
Combined with theoretical research and empirical analysis, to study the performance
appraisal of CCB customer account manager.
This paper first introduces the background and meaning, content and method of the
topic, and plays a programmatic role in the whole text. Then it reviews and summarizes the
theoretical basis of this paper, including the theoretical basis of performance appraisal and
the theoretical basis of bank account manager performance evaluation. This paper
summarizes and analyzes the present situation of the performance appraisal of the client
manager of CCB County Branch, and finds out the existing problems and finds out the
reasons. Then, the performance evaluation index system of the customer manager of CCB
County Branch is optimized to form the customer This paper puts forward some aspects of
the implementation process, including the development of reasonable assessment plan, the
use of customer assessment methods to optimize the performance appraisal communication
mechanism to strengthen the application of performance appraisal results. And then
provide the guarantee for the implementation of the performance appraisal of the client
manager from the four aspects of increasing propaganda, system, talent and culture. Finally,
this paper summarizes the whole research process and makes corresponding outlook.
The results of this paper are as follows: At present, the problems existing in the
assessment of the account manager of CCB County Branch are misinterpreted, the
performance appraisal process is unreasonable, the evaluation index is unreasonable, and
the follow-up improvement of performance appraisal is neglected. Analysis of the reasons
for the lack of correct understanding of performance appraisal, the lack of effective job
analysis, performance appraisal process the lack of effective communication, the relevant
departments lack of professional guidance and training; through the balance scorecard to
determine the five primary indicators are Financial level, customer level, internal level,ABSTRACT
II
learning and growth level and risk level indicators. Using the Delphi method to determine
the number of secondary indicators for 16. The weight of the first-level index is determined
by using the de Feier method, and the weight of the 16 secondary indexes is determined by
the sorting method, and finally the customer management performance evaluation index
system is formed.
The theoretical significance of this paper is to enrich the content of customer manager
performance evaluation in the new market economy environment. The practical
significance lies in optimizing the performance appraisal system and improving the
development of the bank customer manager team.
KEY WORDS：Bank account manager；Performance appraisal；Balanced Scorecard建行县支行客户经理绩效考核体系研究目 录
第一章 绪论.... 1
第一节 选题的背景与意义··1
一、选题背景··1
二、研究意义··2
第二节 国内外研究现状3
第三节 研究的主要内容4
第四节 研究方法与技术线路·5
一、研究方法··5
二、技术线路··5
第二章 相关理论综述7
第一节 绩效考核理论基础··7
一、绩效的概念·7
二、绩效考核的概念··7
三、绩效考核的流
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