現(xiàn)代國(guó)有商業(yè)銀行網(wǎng)點(diǎn)績(jī)效管理的探討

[摘要] 關(guān)鍵業(yè)績(jī)指標(biāo)管理是現(xiàn)在企業(yè)管理界比較流行的做法。國(guó)有商業(yè)銀行網(wǎng)點(diǎn)的績(jī)效管理應(yīng)包括關(guān)鍵業(yè)績(jī)指標(biāo)管理和關(guān)鍵行為指標(biāo)管理兩部分，考核對(duì)象為網(wǎng)點(diǎn)的業(yè)務(wù)部和營(yíng)銷部。商業(yè)銀行網(wǎng)點(diǎn)績(jī)效指標(biāo)的建立應(yīng)配合商業(yè)銀行總體的發(fā)展戰(zhàn)略，采用頭腦風(fēng)暴法或魚骨刺圖法，全員討論取得共識(shí)，確定3-5個(gè)關(guān)鍵業(yè)績(jī)指標(biāo)，10-15個(gè)關(guān)鍵行為指標(biāo)，然后制訂指標(biāo)詳細(xì)標(biāo)準(zhǔn)、權(quán)重、周期，建立評(píng)價(jià)、獎(jiǎng)懲、改進(jìn)等管理機(jī)制，推進(jìn)網(wǎng)點(diǎn)績(jī)效管理。商業(yè)銀行網(wǎng)點(diǎn)的業(yè)務(wù)部門注重服務(wù)和風(fēng)險(xiǎn)控制，營(yíng)銷部負(fù)責(zé)市場(chǎng)拓展，因此，網(wǎng)點(diǎn)的績(jī)效管理考核也應(yīng)有所側(cè)重，原則上對(duì)關(guān)鍵行為指標(biāo)管理不得超過績(jī)效管理權(quán)重的40%。由于國(guó)有商業(yè)銀行網(wǎng)點(diǎn)績(jī)效管理尚處在起步階段，還存在不少問題，因此，需要我們?cè)趯?shí)踐中不斷探索、發(fā)展和完善，使國(guó)有商業(yè)銀行網(wǎng)點(diǎn)的核心競(jìng)爭(zhēng)力不斷得到提高。

[關(guān)鍵詞] 關(guān)鍵業(yè)績(jī)指標(biāo)  關(guān)鍵行為指標(biāo)  績(jī)效管理體系

[Abstract] Key performance Index Management is a very popular model among the Enterprise Administrations. Performance Management of state-owned commercial bank branches should be comprised of two parts: Key Performance Index Management and Key Action Index Management. The object should include sales Deparement and marketing department of each branch.The establishment of the commercial bank branch should in line with the overall development strategy of commercial bank, all the employees can reach consensus by brainstorming and fishbone diagramming. Set down 3-5 key Performance Indexes, and 10-15 Key Action Indexes,then formulate the specific criteira,weighted average,cycle, and establish some management mechanisms like assessment, rewards and punishment, and improvement to push branch's performance management.Commercial Banks' branch mainly focus on service and risk control, and marketing responsible for market development, so perfomance managerment of branch should also have some , in principle, the management for key action index should not exceed 40% of the weighted average of performance management. Since performance management for state-owned commercial bank branches is still underway, it still exists some probleom, so we need to keep on exploring, developing and improving in our practice to furture improve the core compete competency of state-owned commercial bank branches.

[Keyword] Key Performance Indication   Key Behavior Indication   Performance Management’s system

目錄
引言----------------------------------------------------------------------------------------------------------- 4
一、商業(yè)銀行網(wǎng)點(diǎn)績(jī)效考核的現(xiàn)狀--------------------------------------------- 4
二、現(xiàn)代企業(yè)績(jī)效管理的概念------------------------------------------------- 4
三、構(gòu)建商業(yè)銀行網(wǎng)點(diǎn)績(jī)效管理體系------------------------------------------- 5
（一）界定職位工作職責(zé)----------------------------------------------------- 5
（二）設(shè)定績(jī)效管理指標(biāo)----------------------------------------------------- 5
（三）分配權(quán)重確定周期----------------------------------------------------- 5
（四）簽訂管理責(zé)任書------------------------------------------------------- 5
（五）績(jī)效改進(jìn)和價(jià)值評(píng)價(jià)--------------------------------------------------- 6
四、銀行網(wǎng)點(diǎn)績(jī)效管理指標(biāo)的制定--------------------------------------------- 6
（一）業(yè)務(wù)部關(guān)鍵業(yè)績(jī)指標(biāo)--------------------------------------------------- 6
（二）營(yíng)銷部關(guān)鍵業(yè)績(jī)指標(biāo)--------------------------------------------------- 7
（三）網(wǎng)點(diǎn)人員的關(guān)鍵行為指標(biāo)----------------------------------------------- 7
五、網(wǎng)點(diǎn)績(jī)效管理中應(yīng)注意的幾個(gè)問題----------------------------------------- 9
（一）業(yè)務(wù)量考核問題------------------------------------------------------- 9
（二）內(nèi)部轉(zhuǎn)移價(jià)格問題----------------------------------------------------- 9
（三）人員思想統(tǒng)一問題----------------------------------------------------- 9
（四）管理信息化要求------------------------------------------------------- 10