并购前后深圳发展银行的绩效管理研究

发布时间：2018-02-25 21:29

本文关键词： 并购深圳发展银行绩效管理　出处：《电子科技大学》2012年硕士论文　论文类型：学位论文

【摘要】：绩效管理能使个人目标、部门目标和组织目标保持高度一致，可以促进个人、部门和组织绩效的提升。绩效管理是管理的核心之一，无论一个国家、一家企业、还是一个组织，形成科学的绩效管理体系是按照战略目标前进和发展所必须的。中国加入世界贸易组织已经十年了，世界性的金融经济危机爆发已经四年了，中国利率市场化已经迈出了实质性的一步，国内金融业的并购案纷起。这些都需要中国银行业提升管理水平与竞争力来迎接挑战，其中最重要的就是绩效管理的改革与创新。这一点对于处在国有银行和地方性法人银行夹层中的全国性股份制商业银行来说尤为重要。国有股份制商业银行及地方性法人银行都有各级政府背景，无论是营业网点还是业务规模都有一定的优势。绩效管理在中国正式出现与蹒跚发展的时间不算长，在引入银行业金融机构中的时间更短，全国性股份制商业银行要想求发展、求增长，求扩张，就需要建立健全相适应的绩效管理体系和模式，，探索如何通过绩效管理将银行战略目标层层分解至各机构各部门各岗位各员工，如何保证绩效管理过程完整，如何通过持续沟通改进绩效，如何聚焦各部门各员工的绩效来共同推动银行战略目标的实现。本文正是针对上述问题，在研究过程中以绩效管理、人力资源管理与开发、组织行为学等理论为指导，采用了案例分析、实地调研等方法对中国平安集团入主前后的深圳发展银行绩效管理体系和模式进行了调查，对同一研究对象的绩效管理变革前后进行了探索性研究。本文主要研究内容及过程具体如下： 1．深入研究了深发展银行并购前的绩效管理体系和模式，并对其相应年报业绩进行对比，分析其绩效管理的不足； 2．结合深发展银行的激进型战略目标，对比其相应年报业绩，总结并购后新绩效管理体系的改善； 3．根据深发展银行并购后绩效管理的实践意义，提出绩效管理再造的探索性建议。股份制银行的绩效管理体系和模式的建立是一个系统的工作,在实际工作中还会遇到很多问题,在许多方面还存在不足,这些都需要在今后的工作中进一步完善，最终效果还需要各银行业机构自身的实践来验证和总结。
[Abstract]:Performance management can improve the performance of individuals, departments and organizations by keeping a high degree of consistency among individual goals, departmental goals and organizational goals. Performance management is one of the core of management, whether a country, an enterprise or an organization. To form a scientific performance management system is necessary to advance and develop according to the strategic objectives. Ten years have passed since China joined the World Trade Organization, four years have passed since the outbreak of the world financial and economic crisis, and China's interest rate liberalization has taken a substantial step forward. Mergers and acquisitions in the domestic financial sector have sprung up. All of these require China's banks to improve their management and competitiveness to meet the challenges. Among them, the most important is the reform and innovation of performance management. This is particularly important for the national joint-stock commercial banks in the interlayer of state-owned banks and local corporate banks. Square corporate banks all have government backgrounds at all levels, Both business outlets and business scale have certain advantages. Performance management has not been formally appeared and stumbled in China for a long time, and it is even shorter in the introduction of banking financial institutions. The national joint-stock commercial banks want to develop. In order to seek growth and expansion, it is necessary to establish and improve the appropriate performance management system and model, explore how to decompose the strategic objectives of banks into different positions and employees in various departments and departments through performance management, and how to ensure the integrity of the performance management process. How to improve the performance through continuous communication and how to focus on the performance of each department staff to jointly promote the realization of the strategic objectives of the bank. Based on the theories of performance management, human resource management and development, organizational behavior and so on, this paper adopts case study to solve the above problems. Field investigation and other methods have investigated the performance management system and model of Shenzhen Development Bank before and after China Ping an Group took over. The main content and process of this paper are as follows: (1) an exploratory study on the performance management of the same research object before and after the change of performance management. 1. Deeply study the performance management system and mode of deep development bank before M & A, compare the performance of its corresponding annual report, and analyze the deficiency of its performance management; 2. Combining the radical strategic goal of Shenzhen Development Bank, contrasting its corresponding annual performance, summarizing the improvement of the new performance management system after M & A; 3. According to the practical significance of performance management after M & A, the author puts forward some tentative suggestions for reengineering performance management. The establishment of the performance management system and model of joint-stock banks is a systematic work, which will meet many problems in practical work, and there are still shortcomings in many aspects, which need to be further improved in the future work. The final effect also needs the practice of each banking institution to verify and summarize.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.3

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