Research On The Improvement Of Client Managers' Performance Appraisal System In Bank C

With the advancement of market-based reform,China's commercial banks have begun to establish the client manager system in the early 1990 s,implementing the marketing management philosophy which mainly focused on ?market-oriented and customer-centric?.Through the formulation of performance appraisal system,along with the organizational and individual goals together,it has greatly mobilized the client manager's working enthusiasm and creativity and has promoted the client manager system which achieved better results.However,with the changes of external market environment,commercial banks are also exploring more intensive development modes,focusing on the improvement of asset utilization and profitability.Under this background,the traditional performance appraisal system no longer meets the new needs of enterprises' transformation and development,thus it is very urgent for commercial banks to improve a better performance appraisal system of client managers nowadays.The original client managers' performance appraisal system of Bank C was born in 2013,and in the initial implementation process for improving business scale,it has had a positive effect to improve customer service.However,as the market environments change,the original performance appraisal system has been unable to adapt to the development needs of Bank C in recent years.Based on the review of relevant theories and methods of performance appraisal,this paper firstly takes the performance of client managers in Bank C as the research object,introduces the current situation of the human resources and existing system.Then in order to further clarify the problems existed in the performance appraisal system,the paper conducts the research through the method of questionnaire survey.The findings show that the existing problems in the performance appraisal system are mainly reflected in the design of appraisal indicators,the index weight distribution and the implementation of appraisal system.According to the principle of strategic orientation and practical effectiveness,this paper adopts the idea of balanced score card as the main tool for the improvement of performance appraisal system and discusses the strategic objectives of the future development of Bank C,sorting out and analyzing the routine responsibilities of client managers,from which extracting the improved system of performance appraisal indexes,using the analytic hierarchy process(AHP)to calculate the index weight.On this basis,this paper formulates an implementation process of performance appraisal system,in which more emphasis is focused on assessment of both communication and feedback.Finally,this paper analyzes the effect of the improved performance appraisal system with the actual case of a client manager and in order to implement the improved one,this paper puts forward a whole process from the organization,regulation and culture aspects of the appraisal system to implement the effective safeguard measures.The commercial banks have paid more attention to client managers' performance appraisal issues.The problem studied in this paper is highly representative and has certain universality in the banking industry in our country and the result is helpful for client manager's working enthusiasm and creativity in Bank C.The proposed new client managers' performance appraisal system can provide some references for the performance appraisal of the client managers and human resources management in other bank peers.