現(xiàn)代國有商業(yè)銀行網(wǎng)點績效管理的探討

[摘要] 關(guān)鍵業(yè)績指標管理是現(xiàn)在企業(yè)管理界比較流行的做法。國有商業(yè)銀行網(wǎng)點的績效管理應(yīng)包括關(guān)鍵業(yè)績指標管理和關(guān)鍵行為指標管理兩部分，考核對象為網(wǎng)點的業(yè)務(wù)部和營銷部。商業(yè)銀行網(wǎng)點績效指標的建立應(yīng)配合商業(yè)銀行總體的發(fā)展戰(zhàn)略，采用頭腦風暴法或魚骨刺圖法，全員討論取得共識，確定3-5個關(guān)鍵業(yè)績指標，10-15個關(guān)鍵行為指標，然后制訂指標詳細標準、權(quán)重、周期，建立評價、獎懲、改進等管理機制，推進網(wǎng)點績效管理。商業(yè)銀行網(wǎng)點的業(yè)務(wù)部門注重服務(wù)和風險控制，營銷部負責市場拓展，因此，網(wǎng)點的績效管理考核也應(yīng)有所側(cè)重，原則上對關(guān)鍵行為指標管理不得超過績效管理權(quán)重的40%。由于國有商業(yè)銀行網(wǎng)點績效管理尚處在起步階段，還存在不少問題，因此，需要我們在實踐中不斷探索、發(fā)展和完善，使國有商業(yè)銀行網(wǎng)點的核心競爭力不斷得到提高。

[關(guān)鍵詞] 關(guān)鍵業(yè)績指標  關(guān)鍵行為指標  績效管理體系

[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)點績效考核的現(xiàn)狀--------------------------------------------- 4
二、現(xiàn)代企業(yè)績效管理的概念------------------------------------------------- 4
三、構(gòu)建商業(yè)銀行網(wǎng)點績效管理體系------------------------------------------- 5
（一）界定職位工作職責----------------------------------------------------- 5
（二）設(shè)定績效管理指標----------------------------------------------------- 5
（三）分配權(quán)重確定周期----------------------------------------------------- 5
（四）簽訂管理責任書------------------------------------------------------- 5
（五）績效改進和價值評價--------------------------------------------------- 6
四、銀行網(wǎng)點績效管理指標的制定--------------------------------------------- 6
（一）業(yè)務(wù)部關(guān)鍵業(yè)績指標--------------------------------------------------- 6
（二）營銷部關(guān)鍵業(yè)績指標--------------------------------------------------- 7
（三）網(wǎng)點人員的關(guān)鍵行為指標----------------------------------------------- 7
五、網(wǎng)點績效管理中應(yīng)注意的幾個問題----------------------------------------- 9
（一）業(yè)務(wù)量考核問題------------------------------------------------------- 9
（二）內(nèi)部轉(zhuǎn)移價格問題----------------------------------------------------- 9
（三）人員思想統(tǒng)一問題----------------------------------------------------- 9
（四）管理信息化要求------------------------------------------------------- 10