| With the market-oriented reform of commercial banks in China,the speed of opening up the financial market in China has been further improved.Especially after the relevant documents issued by the State Council to promote the growth of foreign capital,the scope of operation of foreign banks has been further expanded,and the competition between state-owned commercial banks and foreign banks has become more intense.Facing the serious homogenization of financial products,the competitive advantages of state-owned commercial banks are gradually decreasing.In 1990,China's commercial banks,by learning from western commercial banks,implementing the customer-centered business philosophy,implemented the customer manager system management.By formulating the customer manager performance appraisal system,combining the organizational and personal goals,greatly mobilized the enthusiasm and creativity of customer managers,and achieved good results.However,with the change of financial market environment,the original performance appraisal system of customer managers can not meet the needs of the transformation and development of commercial banks in China.Therefore,it has become an urgent problem for commercial banks to explore how to improve the performance appraisal system of customer managers.ZB Branch of Postal Savings Bank has formed its original customer manager performance appraisal system several years ago,but with the increasing pressure of the development of postal savings bank business and the change of financial market,the original customer manager performance appraisal method can no longer meet the needs of the development of ZB Branch of Postal Savings Bank.This paper makes an in-depth study and analysis of the current performance appraisal methods of customer managers in ZB Branch of Postal Savings Bank.Through a questionnaire survey of the bank's customer managers,the results show that the performance appraisal indexes of the bank do not meet the strategic objectives of the enterprise,the performance communication is not timely,the performance training is not in place,the application of performance appraisal results is not comprehensive and the main body of the appraisal is single.According to the problems and reasons of the bank's performance appraisal,this paper redesigns the indicators and weights of customer manager's performance appraisal from the four dimensions of finance,customers,internal operation and learning growth by using the Balanced Scorecard and 360 degree performance appraisal method,and combines thecharacteristics of commercial banks with the theory of fairness and competence.From the aspects of adjusting the cycle of performance appraisal,increasing the main body of performance appraisal,establishing and improving the feedback mechanism of performance appraisal communication,and perfecting the application of performance appraisal results,this paper puts forward the scheme of optimizing performance appraisal.In order to ensure the effective implementation of the scheme,this paper puts forward safeguard measures from the aspects of performance appraisal system,organization and technology.The optimized scheme of the bank's customer manager performance appraisal will make the setting of performance appraisal indicators more comprehensive and reasonable,the performance appraisal cycle more in line with the actual business development,the application of performance appraisal results more comprehensive,and more conducive to the personal development of customer managers and the long-term development of enterprises.At present,the performance appraisal of customer managers has attracted the attention of commercial banks.The postal savings bank problem studied in this paper has a certain universality.The research results are conducive to giving full play to the enthusiasm of customer managers of ZB branch of postal savings bank,and also provide reference for human resource management of customer managers of other commercial banks. |
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