銀行業務人員工作績效改善策略之研究

dc.contributor蔡錫濤zh_TW
dc.contributor.author詹情雯zh_TW
dc.date.accessioned2019-09-03T12:01:47Z
dc.date.available2004-6-30
dc.date.available2019-09-03T12:01:47Z
dc.date.issued2004
dc.description.abstract自我國加入W T O後,本國銀行業乃邁入一個嶄新而激烈的競爭,未來必須朝國際化、專業化、大型化及產品多樣化及業務導向發展,才能適應激戰的金融市場。因此,本研究選定銀行業的業務人員做為本研究的標的。 國內業者對於績效管理,普遍著重在績效考核上,對於如何協助績效不佳之人員改善其績效,以提高個人績效水準,進而帶動組織績效之提升,往往在績效管理過程中被忽略。有鑑於國內目前並無業務人員的績效改善策略之研究,本研究採取質化研究法之多重個案研究,以深度訪談的方法,訪談七位相關業務人員,來探討業務人員的工作績效衡量項目、影響業務人員工作績效之因素及建構業務人員的績效改善策略。以供業界在做業務人員績效改善時,能從更廣及更多的層面去思考績效改善的策略,而不僅限於以教育訓練來改善業務人員的績效。本研究最後得到的結論如下: 一、工作績效衡量項目 工作績效衡量項目,歸納出四個構面及15個工作績效衡量項目包括:(一)能力:專業能力、溝通表達能力、顧客關係;(二)個人特質:積極主動、團隊合作、抗挫折能力及外向;(三)工作過程:專案配合度、工作態度、工作行為、工作品質及效率;(四)工作產能:顧客淨貢獻、各項業務達成率、顧客資產管理、顧客開發數。 二、影響工作績效因素 影響業務人員工作績效因素,歸納出五個構面及21個影響工作績效因素,包括:(一)能力面:專業能力、溝通能力、業務能力與顧客服務;(二)個人特質面:個性主動、抗壓性及積極度;(三)意願面:職涯規劃、激勵誘因、認同感、主動積極及工作環境;(四)情境面:考核升遷制度、激勵誘因、產品市場競爭力、公司形象、公司內部管理;(五)員工個人面:品德操守觀念、個人健康、個人形象及家庭感情。 三、工作績效改善策略 工作績效改善策略,歸納出五種績效不佳的情況及14種績效改善策略包括:(一)高工作能力、低工作意願:主管輔導改善、檢討制度、工作適配;(二)低工作能力、高工作意願:主管輔導改善、訓練、公司改善系統及資源支援;(三)低工作能力、低工作意願:主管輔導改善、工作輪調;(四)情境因素:配合生涯規劃、公平競爭的環境、檢討改善制度、暢通溝通管道、主管輔導改善;(五)個人因素:主管輔導改善。zh_TW
dc.description.abstractAfter Taiwan joins WTO, Taiwan’s bank industry towards a brand-new and strong competition business environment, the industry should be more internationalized, professional, large-scale, products diversification in the future, in order to compete in the financial market. Therefore, this research was chosen salesperson of the industry. Taiwanese enterprises focus on performance measures in terms of the performance management. If often ignores that how to help the staff who had poor performance in order to mast the personal performance during the process of the performance. There is no research to study strategies that improve performance salesperson in Taiwan, so this study adopted the multi-case study method and interview seven relevant salesperson discuss the working performance measured items of salesperson, the influence factors of salesperson and try to build the strategies to improve sales personnel’s performance. This study provides for the industry to ponder over the strategies of salesperson’s performance and more aspects while improving salesperson's performance. Moreover it is not limited to improve the performance of salesperson with training. The conclusions of this study are as following: 1.the working performance measured items: The working performance measured items were influenced by factors and fifteen items. It includes: (1) ability: Professional ability, communication skill, customer's relation; (2) personal aspects: positive character, team-working, resists the pressing and extrovert; (3) working process/attitude: The project cooperates with degree, working attitude, behavior, quality and efficiency; (4) productivity working: Customer's net contribution, achieved rate of every business, management of customer assets, new customer. 2.the influence factors of salesperson The influence factors of salesperson included five factors and twenty-one items, include: (1) ability: Professional ability, communication skill and customer service; (2) individuals trait: voluntarily, resists the pressing and positive personal character; (3) want: career planning, encourage the inducement, commitment, positive personal character and working environment; (4) situation: performance appraisal and promotion, encourages the inducement, competitiveness of the market, enterprise public image, internal management;(5) individual: idea of morality, personal health, personal image and family relationship. 3.the strategies to improve salesperson’s performance The strategies to improve salesperson’s performance included five poor performances and fourteen improvable strategies: (1) the strong ambition to work, low working want: The supervision of managers, improve system, work-fit, (2) the low ability to work, strong working ambition: The supervision of managers, training, improve system and supporting resource; (3) the low ability to work, low working ambition: The supervision of managers, job rotation; (4) situation factors: Cooperate with career planning, fair environment, improving system, unblocked communicative channel, the supervision of managers; (5) personal factors: The supervision of managers. Key words: bank industry,salesperson, performance measure, performance gap, and performance improvementen_US
dc.description.sponsorship科技應用與人力資源發展學系zh_TW
dc.identifierN2004000161
dc.identifier.urihttp://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22N2004000161%22.&%22.id.&
dc.identifier.urihttp://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/96957
dc.language中文
dc.subject銀行業zh_TW
dc.subject業務人員zh_TW
dc.subject績效衡量zh_TW
dc.subject績效缺口zh_TW
dc.subject績效改善zh_TW
dc.title銀行業務人員工作績效改善策略之研究zh_TW

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