P银行员工绩效考核的对策研究
发布时间：2018-09-10 07:43
【摘要】：本文通过分析P银行绩效考核现状，研究改进P银行绩效考核的对策，，揭示国有商业银行落后的文化理念对员工绩效考核的制约和影响，以及盲目运用现代绩效考核工具的弊端。帮助P银行提高绩效工作质量；启发银行负责人、人力资源工作者提高对员工绩效考核工作的认识程度和重视程度；同时引起人力资源理论研究者更多关注和具体研究企业文化对绩效考核的影响、考核工具使用的环境和条件。从而有效帮助企业和个人全面、正确地理解绩效考核理论、科学地运用绩效考核工具、卓有成效地开展员工绩效考核工作。为此，笔者曾深入P银行调研访谈，对前台、中台、后台共30名员工，15名中层干部以及5名行领导班子成员进行了面谈，查阅了P银行近四年绩效考核的资料，阅读大量有关员工绩效考核和人力资源管理的理论书籍和文献资料，分析、研究联想、华为等知名企业在员工绩效考核方面的成功案例，剖析P银行绩效考核指标设计、考核流程实施、考核结果运用三个员工绩效考核主要环节存在的问题及成因，阐明企业文化在绩效考核中的灵魂作用、科学运用绩效考核工具的必要性，以及企业负责人和人力资源工作者的文化理念、人力资源专业能力对员工绩效考核的重要影响等观点。倡导树立有效沟通和绩效导向的文化理念、因地制宜运用绩效考核工具。重点论述在产品同质化、服务差别不大的条件下，最大限度发挥员工潜能、改善国有商业银行绩效考核现状的关键，在于重塑银行企业文化，特别是银行负责人和人力资源部经理要率先更新观念，树立市场意识、效益意识和科学的绩效管理理念，运用切合银行现状的绩效考核工具和考核方法，明确经营目标，合理确定并分解关键业绩指标，通过绩效计划、绩效辅导、绩效考核和绩效结果运用等完整的绩效管理流程，将商业银行员工绩效考核工作循序推进，真正发挥绩效考核的杠杆作用，提高员工整体绩效，从而在市场中继续保持或稳步提高商业银行的市场竞争地位。为转型期的国有商业银行乃至人力资源理论研究者提供工作实践和理论研究的参考。
[Abstract]:By analyzing the present situation of P bank performance appraisal, this paper studies the countermeasures of improving P bank performance appraisal, and reveals the restriction and influence of the backward cultural idea of state-owned commercial bank on employee performance appraisal. And the abuse of blind use of modern performance appraisal tools. To help P Bank to improve the quality of performance work, to inspire the bank responsible, human resources workers to improve the level of understanding and attention to employee performance appraisal; At the same time, human resource theory researchers pay more attention to and study the impact of corporate culture on performance appraisal, the environment and conditions for the use of assessment tools. In order to effectively help enterprises and individuals to fully understand the theory of performance appraisal, scientific use of performance appraisal tools, effective performance appraisal of employees. Therefore, the author has conducted in-depth research and interviews with Bank P, interviewed a total of 30 middle-level cadres and 5 members of the leading group of the Bank of P in the front desk, central Taiwan and backstage, and consulted the data of the performance appraisal of the Bank of P in the past four years. Read a large number of theoretical books and literature on employee performance appraisal and human resource management, analyze and study the successful cases of Lenovo, Huawei and other well-known enterprises in employee performance appraisal, and analyze the design of P bank performance appraisal index. The implementation of the assessment process, the results of the assessment of the use of the three main aspects of employee performance appraisal problems and causes, to clarify the role of corporate culture in the performance appraisal of the soul role, scientific use of performance appraisal tools, the need for scientific use of performance appraisal tools, As well as the cultural concept of the enterprise leaders and human resource workers, the important influence of human resources professional ability on employee performance evaluation and so on. To promote effective communication and performance-oriented cultural concept, according to local conditions to use performance appraisal tools. Under the condition of homogenization of products and little difference in service, the key to maximize the potential of employees and improve the present situation of performance appraisal of state-owned commercial banks is to reshape the corporate culture of banks. In particular, bank leaders and human resources managers should take the lead in renewing their concepts, establishing market awareness, benefit awareness and scientific performance management concepts, using performance appraisal tools and methods that suit the current situation of banks, and defining business objectives. Reasonably determine and decompose the key performance indicators, through the performance plan, performance guidance, performance appraisal and performance results application of complete performance management process, commercial bank employees performance appraisal work in sequence, The real leverage of performance appraisal is to improve the overall performance of employees, so as to maintain or steadily improve the competitive position of commercial banks in the market. It provides the reference of working practice and theoretical research for state-owned commercial banks and human resource theory researchers in the transition period.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F832.33
本文编号：2233817
[Abstract]:By analyzing the present situation of P bank performance appraisal, this paper studies the countermeasures of improving P bank performance appraisal, and reveals the restriction and influence of the backward cultural idea of state-owned commercial bank on employee performance appraisal. And the abuse of blind use of modern performance appraisal tools. To help P Bank to improve the quality of performance work, to inspire the bank responsible, human resources workers to improve the level of understanding and attention to employee performance appraisal; At the same time, human resource theory researchers pay more attention to and study the impact of corporate culture on performance appraisal, the environment and conditions for the use of assessment tools. In order to effectively help enterprises and individuals to fully understand the theory of performance appraisal, scientific use of performance appraisal tools, effective performance appraisal of employees. Therefore, the author has conducted in-depth research and interviews with Bank P, interviewed a total of 30 middle-level cadres and 5 members of the leading group of the Bank of P in the front desk, central Taiwan and backstage, and consulted the data of the performance appraisal of the Bank of P in the past four years. Read a large number of theoretical books and literature on employee performance appraisal and human resource management, analyze and study the successful cases of Lenovo, Huawei and other well-known enterprises in employee performance appraisal, and analyze the design of P bank performance appraisal index. The implementation of the assessment process, the results of the assessment of the use of the three main aspects of employee performance appraisal problems and causes, to clarify the role of corporate culture in the performance appraisal of the soul role, scientific use of performance appraisal tools, the need for scientific use of performance appraisal tools, As well as the cultural concept of the enterprise leaders and human resource workers, the important influence of human resources professional ability on employee performance evaluation and so on. To promote effective communication and performance-oriented cultural concept, according to local conditions to use performance appraisal tools. Under the condition of homogenization of products and little difference in service, the key to maximize the potential of employees and improve the present situation of performance appraisal of state-owned commercial banks is to reshape the corporate culture of banks. In particular, bank leaders and human resources managers should take the lead in renewing their concepts, establishing market awareness, benefit awareness and scientific performance management concepts, using performance appraisal tools and methods that suit the current situation of banks, and defining business objectives. Reasonably determine and decompose the key performance indicators, through the performance plan, performance guidance, performance appraisal and performance results application of complete performance management process, commercial bank employees performance appraisal work in sequence, The real leverage of performance appraisal is to improve the overall performance of employees, so as to maintain or steadily improve the competitive position of commercial banks in the market. It provides the reference of working practice and theoretical research for state-owned commercial banks and human resource theory researchers in the transition period.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F832.33
【参考文献】
相关期刊论文 前1条
1 付百航;;“目标”与“方法”——绩效管理体系设计的误区[J];科技智囊;2008年10期
本文编号：2233817
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