H银行J支行员工绩效管理体系研究与方案设计

发布时间：2018-05-07 14:33

本文选题：绩效管理 + 优化设计　；参考：《西南财经大学》2013年硕士论文

【摘要】：随着我国经济金融体制改革的深化,商业银行建立了绩效挂钩机制,同时也面临着来自各国的商业银行的激烈竞争。自中国加入世贸组织之后,我国的改革开放发展进入了一个全新的阶段,经济朝着市场经济体制方向发展,更加与国际接轨。另一方面,中国的银行业由于实行对外开放,国民待遇,外资银行的市场准入,国内市场与国际金融市场的融合等,也遭受着入世带来的强烈冲击。随着商业银行的竞争迅速加剧,绩效管理的重要性也日益凸现,作为人力资源管理的核心,现代人力资源管理的重要组成部分,绩效管理的目的在于促进实现企业的经营管理的目标。当前绩效管理已为银行经营管理提供重要基础和保障,与商业银行的发展经营至息息相关。本文拟从H银行J支行实际出发,在对传统绩效管理制度及效果进行评析反思的基础上,为H银行J支行员工设计出高效的绩效管理体系和绩效考核运作方案,以进一步改善人力资源管理,最大限度去激励并提升员工工作的积极性、主动性和创造性。本文共分为五个部分,第一和第二部分介绍关于绩效管理的理论,并且特别重点的突出了平衡积分卡的理论,平衡积分卡的理论在后续内容中作为理论研究基础,为后文提供理论基础。文章的第三部分是通过对H银行J支行人力资源概况及员工绩效管理现状的梳理,分析银行现有绩效管理中存在的问题及原因。第四部分是H银行J支行新的绩效管理体系及方案设计。在对该银行原有绩效管理体系问题分析的基础上,根据银行的实际情况,确定指标评价标准,形成新的科学合理的绩效管理体系。第五部分是对H银行J支行新的绩效管理体系运作可能产生的效果和问题的预测。通过对H银行J支行绩效管理实施中的应该规范的几个误区和影响绩效管理实施的因素的讨论,分析了绩效管理成功实施的环境保障条件和应注意的问题。通过归纳总结,得出文章的结论。
[Abstract]:With the deepening of China's economic and financial system reform, commercial banks have established performance-related mechanisms, and are facing fierce competition from commercial banks from all over the world. Since China's entry into the WTO, China's reform and opening up has entered a new stage, the economy has developed in the direction of the market economy system and is more in line with the international standards. On the other hand, China's banking industry has also suffered a strong impact from WTO accession because of its opening to the outside world, national treatment, market access for foreign banks, and the integration of the domestic market and the international financial market. As the competition of commercial banks intensifies rapidly, the importance of performance management becomes more and more obvious. As the core of human resource management, modern human resource management is an important part. The purpose of performance management is to promote the realization of business management objectives. At present, performance management has provided an important foundation and guarantee for bank management, which is closely related to the development and management of commercial banks. Based on the analysis and reflection of the traditional performance management system and effect, this paper designs an efficient performance management system and performance appraisal scheme for the J branch of H Bank. To further improve human resources management, maximize incentives and enhance staff work enthusiasm, initiative and creativity. This paper is divided into five parts. The first and second parts introduce the theory of performance management, and especially highlight the theory of balanced integral card. The theory of balanced integral card is used as the basis of theoretical research in the following content. To provide a theoretical basis for the following. The third part is to analyze the existing problems and reasons of the bank's existing performance management by combing the general situation of human resources and the current situation of employee performance management in J Branch of H Bank. The fourth part is the new performance management system and scheme design of J Branch of H Bank. On the basis of analyzing the problems of the original performance management system of the bank and according to the actual situation of the bank, the index evaluation standard is determined to form a new scientific and reasonable performance management system. The fifth part is the prediction of the possible effect and problems of the new performance management system of J Branch of H Bank. Based on the discussion of some misunderstanding and factors affecting the implementation of performance management in J branch of H Bank, this paper analyzes the environmental protection conditions and the problems that should be paid attention to in the successful implementation of performance management. By summing up, the conclusion of the article is drawn.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33;F272.92

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