發(fā)布時(shí)間：2018-05-26 18:43

  本文選題：GF銀行 + 客服中心�。� 參考：《華南理工大學(xué)》2012年碩士論文

【摘要】：隨著知識(shí)經(jīng)濟(jì)的來臨及全球經(jīng)濟(jì)的一體化，銀行業(yè)服務(wù)體制改革要不斷向縱深發(fā)展，同業(yè)間的競(jìng)爭(zhēng)日趨激烈。作為一家中小型商業(yè)銀行，GF銀行客戶服務(wù)中心在管理方面上臨著巨大的挑戰(zhàn)。從人力資源的開發(fā)和管理角度以及企業(yè)的戰(zhàn)略管理需求上出發(fā)，建立一套科學(xué)的、符合實(shí)際和戰(zhàn)略要求的績效管理體系，具有十分重要的意義�？冃Ч芾硎侨肆︐Y源管理的一個(gè)核心內(nèi)容，它對(duì)于提高組織管理水平，完善激勵(lì)機(jī)制，樹立組織價(jià)值觀，實(shí)現(xiàn)戰(zhàn)略目標(biāo)至關(guān)重要。 本文從現(xiàn)代績效管理理論入手，通過運(yùn)用文獻(xiàn)研究、深入訪談和問卷調(diào)查等研究方法，對(duì)GF銀行客戶服務(wù)中心的績效管理制度進(jìn)行了研究，回顧了其績效管理的發(fā)展歷程，并對(duì)其績效管理現(xiàn)狀作了分析，指出其存在的問題與不足。研究發(fā)現(xiàn)，GF銀客服中心的績效管理存在以下問題：（1）單位內(nèi)部溝通協(xié)調(diào)機(jī)制不健全；（2）業(yè)務(wù)部門工作的績效考核難度大；（3）基層員工的考核過于繁復(fù)。 根據(jù)以上的問題，本研究提出以下解決問題的對(duì)策：健全GF銀行客戶服務(wù)中心績效考核機(jī)制，（1）對(duì)業(yè)務(wù)職能部門應(yīng)用30度考核方法；（2）對(duì)一線客服員工應(yīng)用平衡計(jì)分法考核。 本研究對(duì)GF銀行客戶服務(wù)中心劃分不同系列應(yīng)用不同考核方法的管理方式，對(duì)于客服部門今后建立完整的績效管理體系有一定的啟發(fā)意義，通過逐步完善績效管理機(jī)制，不斷提高員工的工作績效，并最終促進(jìn)組織績效的不斷提高，找到員工的個(gè)人職業(yè)生涯和企業(yè)發(fā)展的契合點(diǎn)，，從而達(dá)到雙贏的效果，也為銀行服務(wù)部門如何把國外先進(jìn)的管理方法和管理工具正確引進(jìn)到服務(wù)部門行業(yè)管理中去提供了一個(gè)模式和例證。
[Abstract]:With the advent of knowledge economy and the integration of the global economy, the banking service system reform should continue to develop in depth, and the competition between the banks is becoming increasingly fierce. As a small and medium-sized commercial bank, GF bank customer service center faces great challenges in management. It is of great significance to set up a set of scientific, practical and strategic performance management system from the point of view of human resources development and management and the strategic management needs of enterprises. Performance management is a core content of human resource management. It is very important to improve the level of organization management, perfect incentive mechanism, set up organizational values and achieve strategic goals. Based on the theory of modern performance management, this paper studies the performance management system of customer service center of GF bank by means of literature research, in-depth interview and questionnaire survey, and reviews the development of performance management. The present situation of performance management is analyzed, and the problems and shortcomings are pointed out. It is found that the following problems exist in the performance management of GF customer service center: 1) the internal communication coordination mechanism of the unit is not perfect. 2) the performance appraisal of the work of the business department is very difficult. 3) the appraisal of the basic level staff is too complicated. According to the above problems, this study puts forward the following countermeasures: perfecting the performance appraisal mechanism of customer service center of GF bank (1) applying the 30 degree assessment method to the business function department and applying the balanced score method to the front-line customer service staff. This research has certain enlightening significance to the GF bank customer service center division different series of application different appraisal method management way, for the customer service department to establish the complete performance management system in the future, through consummates the performance management mechanism step by step, Constantly improve the performance of employees, and ultimately promote the continuous improvement of organizational performance, to find the personal career of employees and the development of the enterprise, so as to achieve win-win results, It also provides a model and example for the banking service department to correctly introduce foreign advanced management methods and tools into the service sector management.
【學(xué)位授予單位】：華南理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.2;F272.92

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