CB银行武汉分行绩效管理优化方案设计

发布时间：2018-05-07 02:15

本文选题：绩效管理 + 绩效考评　；参考：《华中科技大学》2013年硕士论文

【摘要】：进入21世纪，伴随着金融改革的浪潮，股份制商业银行步入了高速扩张快车道。随着银行规模扩张井喷式发展，人力资源的竞争也逐步成为众多商业银行必须面对的一个重大挑战。目前金融行业激烈竞争的市场背景下，可带来客户资源的人力资源作为商业银行的最无形财富，也是这一切银行业务发展的核心动力。随着银行网点的扩张，银行金融从业人员，特别是的银行的后台管理人员整体人员素质较高，行业间的流动较以前更频繁，如何制定行之有效的绩效管理办法是吸引人才和留住人才的重中之重，也是各家银行人力资源部门必须思考和解决的问题。本文首先从绩效管理在企业人力资源管理中的作用和意义入手，对绩效、绩效管理、绩效管理在银行中的运用等相关理论的介绍。然后笔者根据10余年的银行跨部门的管理工作的经验及对CB银行武汉分行绩效考评的理解，，通过局部员工访谈及整体问卷调查的方式，了解到员工对分行绩效管理的认知程度及意见建议。结合绩效管理的理论，通过详尽的分析CB银行武汉分行绩效管理的现实情况，提出了需改进的几个方面的问题。综合考虑到分行未来几年银行发展整体战略对绩效管理的需要，运用平衡计分卡这一工具，对CB银行武汉分行、分行管理部门及管理部门的具体岗位设置关键绩效指标，进行细化考核，对绩效管理方案提出具体的改进建议。此外，将个人绩效的考评结果充分的与岗位调整、薪酬福利、培训、职业发展等综合配套挂钩，设计出CB银行武汉分行的绩效管理体系，充分发挥激励约束作用，有力的调动员工积极性，以提升企业的核心竞争力，股份制银行二级分行下阶段更迅速的发展奠定良好的基础。
[Abstract]:In the 21 st century, with the tide of financial reform, joint-stock commercial banks have stepped into the fast lane of rapid expansion. With the expansion of the scale of banks, the competition of human resources has gradually become a major challenge that many commercial banks must face. At present, under the background of fierce competition in financial industry, human resources, which can bring customer resources, as the most intangible wealth of commercial banks, are also the core driving force for the development of all banking business. With the expansion of bank outlets, the overall quality of bank financial professionals, especially the backstage managers of banks, is relatively high, and the flow between industries is more frequent than before. How to formulate effective performance management is the most important thing to attract and retain talents, and it is also a problem that human resources departments of banks must think about and solve. This paper begins with the function and significance of performance management in enterprise human resource management, and introduces the related theories of performance, performance management and performance management in banks. Then the author based on more than 10 years of experience in the management of banks across departments and the understanding of the performance evaluation of CB Bank Wuhan Branch, through the interview of local staff and the way of the overall questionnaire survey. Understand the employee's knowledge of branch performance management and advice. Based on the theory of performance management, this paper analyzes the reality of performance management in Wuhan Branch of CB Bank in detail, and puts forward some problems that need to be improved. Considering the needs of the bank development strategy for performance management in the next few years, using the balanced Scorecard, the paper sets key performance indicators for the specific positions of CB Bank Wuhan Branch, branch management department and management department. Carry on the detailed appraisal, put forward the concrete improvement suggestion to the performance management scheme. In addition, the results of personal performance evaluation are fully linked to the post adjustment, salary and welfare, training, career development and other comprehensive matching, designed CB Bank Wuhan Branch performance management system, giving full play to the role of incentives and constraints, In order to improve the core competitiveness of the enterprise, the second-level branch of the joint-stock bank will lay a good foundation for the rapid development of the next stage.
【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】：F272.92;F832.33

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