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|Keywords: ||財富管理銷售規範;績效評估;獎酬制度;Wealth management sale standard;performance evaluation;rewarding system|
|Issue Date: ||2016-10-13 13:56:42 (UTC+8)|
故績效評估及獎酬辦法應建立一套合理且公平的標準，更不應該只交給績效考核單位獨自擬定辦法，理應加入與本項業務相關的各層人員共同研擬，才能真正反應出績效獎酬辦法建立的價值及效果，管理者也應本著育才及留才的做為，建立良好及友善的獎酬制度，設法降低理專工作獎酬及目標不對等的問題產生，同時績效獎酬辦法也應以簡單易懂的方式設計，讓參與者易於掌握而有共鳴，並將經管客戶資產活化擬定為評估考核要項，非以實質手續費收入單向評估，以提升顧客服務品質及達到財富管理多元配置的作為。;Since 1980s, the investment behavior already has been a national activity. At that time, people obtained investment gains by spending salaries based on labor force, even by leasing finance and by money making money. Along with the national income increase, each people all had the demand of managing finances. Through different preferences, investors participated in financing activities from the simple savings deposit to the relatively complex structure commodity. The simplest way to engage in investment and manage money is via banks and financial institutions. Therefore, the wealth management service developed. In order to provide customer multiple services, financial consultants were allocated.
The investment market must fluctuate with the business cycle. Hence, when the investors, financial consultants and banks with wealth management services all enjoy the periods of expansion, would they remember the lesson during recession periods? Meanwhile, would the financial consultants faithfully face the customers’ properties and give them appropriate investment suggestions which is testing the financial consultants’ occupational ethics. Since financial consultants are the bridge between the bank and investors. The banks hope the financial consultants can create more non-risk income while the investors hope the financial consultants to earn exceed return for them. Moreover, the financial consultants also want to get more bonus of their own. In this conflicts of interests, the banks’ rewarding system based on performance and the authority′s sale standard both play extremely important role.
Review traditional performance evaluation and rewarding system, we find out that they are primarily about promoting financial consultants to rise trading volume, which may cause financial consultants to sell commodities of high performance and high commission to customers. Thus, financial consultants can earn higher sales bonus and individual annual performance review. Since the commodity is not appropriately evaluated and interpreted to customers, the financial consultants’ moral hazard and customers’ complaints events happen again and again. Certainly, creating a brand-new performance evaluation pattern to establish a well-behaved system is really difficult. Therefore, in this paper, we analyze the design of performance and the rewarding system for financial consultants. Through the analysis, we discuss about whether the rewarding system and banks’ ability to earn profits are positive correlation or not. Besides, the performance and reward rating standard, the financial consultants’ value system, moral hazard, etc. are considered. With our analysis, we make a reference for constructing a complete rewarding system which can let talented people do themselves justice and solve the problem of moral hazard.
To sum up, a performance and rewarding system should be in line with a reasonable and fair standard. Besides, the rewarding system should not only be drawn up by the performance evaluation department, each service related personnel should participates in the performance and rewarding system together to react real value and the effect. The administrator should stand on fostering talent and retain talent while establishing a well-behaved and friendly performance and rewarding system. Also, the administrator should try to reduce the non-coincidence between financial consultants’ reward and goal. An ideal rewarding system should be clear and simple to evoke resonant with the participants. Most importantly, rather than only depending on real commission, activation of customers’ property must be included for performance evaluation so as to enhance service quality and wealth management complex disposition.
|Appears in Collections:||[高階主管企管（EMBA）碩士班] 博碩士論文|
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