2015 年是我国继续深化改革的关键之年，经济环境依然严峻复杂，宏观经 济形势总体不容乐观，部分欧亿·体育（中国）有限公司金融风险暴露，互联网金融与传统金融竞争加 剧，银欧亿·体育（中国）有限公司正面临着一场前所未有的竞争与挑战。如何在传统的信贷业务中取 得突破，除了要加大产品创新和市场开发力度，还应进一步重视信贷业务绩效 考核对客户经理的激励作用。ZY 银行作为所在省最大的商业银行，信贷业务是 其重要的业务板块，研究并优化信贷业务绩效考核管理方案不仅能够一定程度 上促进信贷业务的发展，而且十分有助于提高银行整体业绩空间。 本篇报告采用文献欧亿·体育（中国）有限公司分析与实例调查研究相结合的方法，以 ZY 银行为分 析对象，首先描述了 ZY 银行信贷业务绩效管理现状；然后以调查问卷的形式， 发现 ZY 银行信贷业务绩效管理存在的问题，并分析这些问题产生的原因；针对 以上问题，提出 ZY 银行信贷业务绩效管理优化方案，在优化方案的基础上，指 出 ZY 银行信贷业务绩效管理方案的实施保障。 总体来说，ZY 银行信贷业务的绩效管理优化方案旨在改进当前的公司信贷 业务人员的绩效考核管理制度，更有效的激发信贷业务人员的积极性和创新能 力，进一步提高 ZY 银行的综合竞争力。ZY 银行作为所在省最大的商业银行， 本文研究其信贷业务员工绩效管理问题在推动其信贷业务发展、实现长期稳健 经营、为他行提供应用借鉴等方面具有重要意义。 关键词，ZY 银行；信贷业务；绩效考核；方案优化II Abstract The year of 2015 is the key to our country to continue to deepen the reform, in which the economic environment is still severe and complex and macro economic situation is not optimistic as a whole. Financial risks in some industry have been exposed and competition between Internet finance and traditional finance has been increased. Thus banking industry is facing unprecedented competition and challenge. For a long time, the credit business is the traditional financial institutions and even the Internet financial enterprises preferred market opportunities and profit growth point. In the backdrop of the new normal of economy and finance, bank's traditional development model is unsustainable, and the times of relying on interest rate spread has been in the past. Banks should be on the sustainable path of capital savings and growth driven by innovation in future. In order to make a breakthrough in the traditional corporate credit business, in addition to increase the intensity of product innovation and market development, banks also should pay further attention to the credit business performance evaluation on customer manager's incentive. ZY bank is the largest commercial bank in the province, in which credit business is an important business sector. Making research on and optimize the credit business performance appraisal management scheme can not only promote the development of credit business to a certain extent, but also help to improve the overall bank performance space. This paper adopts method of combining literature analysis and case study, regarding ZY bank as analysis object. Firstly, it describes the present situation of credit business performance management in ZY bank, including the establishment background and scale performance, the credit business and the characteristics of performance management, corporate credit business post responsibility and the present situation of performance management. Then, in the form of questionnaire, it finds problems of credit business performance management in ZY bank, and analyzes the causes of these problems. Then, in view of the above problems, it putsIII forward the optimization scheme of credit business performance management in ZY bank , including identifying goals and principles of performance management, further optimizing the performance appraisal index system, and perfecting the performance management process, etc. Finally, on the basis of optimized scheme, it points out the implementation of the security in ZY bank credit business performance management plan. In general, the optimization scheme of ZY bank credit business performance management is aimed at improving the current corporate credit business personnel performance appraisal management system, stimulating corporate credit business people's enthusiasm and innovative ability more effectively, promoting the continuous development of individuals and banks as a whole, and further improving the comprehensive competitiveness of ZY bank. ZY Banks is the province's largest commercial Banks; this paper studies its credit business employee performance management problems, which has important meaning for the development of its credit business, achieving long-term stable operation, and providing application reference for other banks. Key words: ZY bank; credit business; performance assessment; scheme optimizationIV 目 录 摘要 ........................................................................................................ I Abstract .................................................................................................... II 第一章 绪论............................................................................................1 第一节 研究背景与意义 ........................................................................................................1 第二节 研究思路与内容 ........................................................................................................1 第三节 研究方法 ....................................................................................................................3 第二章 ZY 银行信贷业务绩效管理现状...............................................5 第一节 信贷业务及其绩效管理的特征.................................................................................5 一 信贷业务发展历史及特点.........................................................................................5 二 信贷业务绩效管理的特征.........................................................................................6 第二节 ZY 银行简介及信贷业务绩效管理情况 ..................................................................7 一 成立背景 ....................................................................................................................7 二 组织结构状况 ............................................................................................................8 三 岗位设置及岗位职责 ................................................................................................9 四 信贷业务绩效管理现状...........................................................................................12 第三节 信贷业务绩效管理现状调查...................................................................................13 一 调查问卷设计目的 ..................................................................................................14 二 调查对象 ..................................................................................................................14 三 问卷调查结果分析 ..................................................................................................14 第四节 存在的问题 ..............................................................................................................15 一 绩效考核缺乏战略导向...........................................................................................15 二 绩效考核实施保障不完善.......................................................................................16 三 绩效考核指标设置不合理.......................................................................................17 四 绩效反馈及沟通环节缺失.......................................................................................18 五 考核结果没有得到较好的运用...............................................................................19V 第三章 ZY 银行信贷业务绩效管理优化方案...................................21 第一节 确定绩效管理的目标 ..............................................................................................21 一 明确绩效管理的目标 ..............................................................................................21 二 确定绩效差异化管理的实施原则...........................................................................22 第二节 设定绩效考核的指标体系.............................