江苏银行南京分行绩效管理研究

发布时间：2018-03-29 04:18

本文选题：绩效管理机制　切入点：绩效考核　出处：《华中科技大学》2013年硕士论文

【摘要】：江苏银行南京分行的绩效管理的框架虽然已经建立，但是与之相配套的绩效管理机制尚未进行改进。想要在当前激烈的银行同业竞争中能够取得比较好的优势，能够真正的提高其自身的竞争力，就要把南京分行的战略目标进行非常系统而且有效的分解，并且要积极的将其战略转化为各部门、各个分支机构以及各个岗位的工作内容。改进和完善企业绩效管理体系是保证银行获得利润的选择。首先分析了江苏银行南京分行绩效管理存在的问题。南京分行绩效管理虽然取的各个部门和个人进行了笼统的打分或划分为“优秀、良好、合格、不称职”等几个不同的档次，造成了考核绩效结果一般化，甚至出现了部门对人才产生了反向的激励，造成了人才的大量流失和跳槽。通过对江苏银行南京分行绩效考核机制改善方案的研究，，进一步将绩效考核管理作为整体系统来完善，其中重点突出了绩效管理机制中激励功能的改进与完善，克服了过去只是重点考核当期任务的完成情况，而忽视了那些考核指标的设立没能很好的反映行业所具有的专属特点的缺陷。同时对相应的绩效管理过程中的反馈和沟通机制进行了梳理，使得员工不仅知道自己在工作中的得失，而且更清楚今后工作努力的方向。
[Abstract]:The framework of performance management of Nanjing Branch of Bank of Jiangsu has been established , but its supporting performance management mechanism has not been improved .

First of all , the problems of performance management of Nanjing Branch of Jiangsu Bank are analyzed . The performance management of Nanjing Branch is divided or divided into " excellent , good , qualified and incompetent " .

Through the research on the improvement scheme of the performance appraisal mechanism of Nanjing Branch of Bank of Jiangsu , the performance evaluation management is further improved as a whole system , which highlights the improvement and perfection of the incentive function in the performance management mechanism , overcomes the defect that the establishment of the performance management mechanism does not reflect the specific characteristics of the industry . At the same time , the feedback and communication mechanism in the corresponding performance management process is combed , so that the employee not only knows the loss of his own work , but also knows the direction of the future work effort .

【学位授予单位】：华中科技大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33;F272.92

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