發(fā)布時間：2018-05-26 18:43

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

【摘要】：隨著知識經(jīng)濟的來臨及全球經(jīng)濟的一體化，銀行業(yè)服務體制改革要不斷向縱深發(fā)展，同業(yè)間的競爭日趨激烈。作為一家中小型商業(yè)銀行，GF銀行客戶服務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)，建立一套科學的、符合實際和戰(zhàn)略要求的績效管理體系，具有十分重要的意義。績效管理是人力資源管理的一個核心內容，它對于提高組織管理水平，完善激勵機制，樹立組織價值觀，實現(xiàn)戰(zhàn)略目標至關重要。 本文從現(xiàn)代績效管理理論入手，通過運用文獻研究、深入訪談和問卷調查等研究方法，對GF銀行客戶服務中心的績效管理制度進行了研究，回顧了其績效管理的發(fā)展歷程，并對其績效管理現(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）單位內部溝通協(xié)調機制不健全；（2）業(yè)務部門工作的績效考核難度大；（3）基層員工的考核過于繁復。 根據(jù)以上的問題，本研究提出以下解決問題的對策：健全GF銀行客戶服務中心績效考核機制，（1）對業(yè)務職能部門應用30度考核方法；（2）對一線客服員工應用平衡計分法考核。 本研究對GF銀行客戶服務中心劃分不同系列應用不同考核方法的管理方式，對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制，不斷提高員工的工作績效，并最終促進組織績效的不斷提高，找到員工的個人職業(yè)生涯和企業(yè)發(fā)展的契合點，，從而達到雙贏的效果，也為銀行服務部門如何把國外先進的管理方法和管理工具正確引進到服務部門行業(yè)管理中去提供了一個模式和例證。
[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.
【學位授予單位】：華南理工大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F832.2;F272.92

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