建行YY分行绩效管理存在的问题及对策研究

发布时间：2019-02-15 11:39

【摘要】：在激烈的商业银行竞争中,国内外商业银行使出浑身解数提升自身的竞争能力。美国《财富》杂志：2011年中国建设银行在世界企业500强中排名第108位,在中国企业500强中排名第9位。作为中国建设银行的二级分行,建行YY分行为了在Y市同业间的激烈竞争中发展壮大,近年来对其各个领域进行了大刀阔斧的改革。在绩效管理系统的改革上YY分行花费力度很大但收效并不理想。本文以平衡计分卡为理论基础,以中国建设银行YY分行的绩效管理体系为研究对象,通过问卷调查法对中国建设银行YY分行各级员工的深入调研,应用个案研究法对YY分行的组织结构和管理现状认真分析研究。总结出YY分行的绩效管理系统存在的主要问题：业务指标不合理、战略导向不清晰；绩效管理跟踪辅导阶段缺乏有效沟通；绩效考核周期长降低绩效管理效果；部分绩效考核制度不科学；不够重视员工的学习与发展；绩效评估方法单一；绩效工资不能完全体现员工的价值。应用相关的管理学知识和平衡计分卡理论结合该分行绩效管理系统的实际运行情况对上述问题深入研究,提出具体的解决对策。为了确保论文的研究成功具有实际应用效果,作者应用调查法和模拟法将研究所得的初步解决策略与YY分行绩效管理层进行了多次深入的交流探讨,以期确定所提各项解决策略的合理性及可行性。对于可行性低的解决策略进行优化改进,最终确定以下解决对策：优化业务考核指标明确企业战略导向；绩效考核加强上下级间信息沟通；加快绩效考核循环激励员工工作热情；突出公平原则精细化绩效考核制度；注重员工学习与发展增强企业的人才竞争力；采用多元化绩效评估方法；调整绩效工资发放标准体现员工工作意义。为中国建设银行YY分行的绩效管理者优化其绩效管理体系提供借鉴。
[Abstract]:In the fierce competition of commercial banks, domestic and foreign commercial banks try their best to improve their competitiveness. Fortune magazine: in 2011, China Construction Bank ranked 108th among the top 500 companies in the world and 9th among the top 500 enterprises in China. As a secondary branch of China Construction Bank, China Construction Bank (CCB) YY branch has carried out drastic reforms in recent years in order to develop and expand in the fierce competition among the Y market. In the reform of the performance management system, YY branches spend a lot of money, but the results are not satisfactory. Based on the balanced Scorecard and the performance management system of China Construction Bank (YY) Branch, this paper investigates the employees of China Construction Bank (YY) branch at all levels by means of questionnaire survey. Case study is used to analyze the organizational structure and management status of YY branch. The main problems in the performance management system of YY branch are summarized as follows: unreasonable business indicators, unclear strategic direction, lack of effective communication in the period of performance management tracking and guidance, long performance appraisal cycle and low performance management effect. Part of the performance appraisal system is not scientific; insufficient attention to staff learning and development; performance evaluation method is single; performance pay can not fully reflect the value of employees. Based on the knowledge of management and the theory of balanced Scorecard (BSC), this paper makes a thorough study on the above problems and puts forward some concrete solutions to the above problems in combination with the actual operation of the branch performance management system. In order to ensure the successful research of the thesis has practical application effect, the author uses the investigation method and the simulation method to discuss the preliminary solution strategy of the research with the performance management of YY branch for many times. In order to determine the rationality and feasibility of the proposed solutions. The solution strategy with low feasibility is optimized and improved, and the following solutions are finally determined: optimizing the business evaluation index to clarify the strategic orientation of the enterprise, strengthening the information communication between the superior and the lower level in the performance appraisal; Speed up the cycle of performance appraisal to encourage staff enthusiasm; highlight the principles of fairness fine performance appraisal system; pay attention to staff learning and development to enhance the competitiveness of enterprises; adopt diversified performance evaluation methods; Adjust the performance pay standard to reflect the significance of employee work. It provides reference for the performance manager of China Construction Bank YY Branch to optimize its performance management system.
【学位授予单位】：山西大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33

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