Y市农发行员工绩效考核方案改进研究

发布时间：2018-03-30 15:48

本文选题：人力资源　切入点：员工考核方案　出处：《辽宁大学》2012年硕士论文

【摘要】：近年来,全球经济迅速发展,经济的一体化程度在不断的加强,中国做为全球最大的发展中的国家,每一个行业都面临着的是巨大的、更大的考验。随着外资等银行进入国内,我国的金融行业更是面临着巨大的挑战。因此,中国的金融业及银行业必须不断的调整发展的模式,制定适合自身的发展、适应经济的环境的发展战略,以适应新的政治、经济等外在形势。而在发展的战略中,人力资源的管理等战略可以称为是发展战略的核心,也是现代银行管理的重中之重。绩效考核是现代的人力资源管理机制中的最为重要的组成部分。这个理论的核心是通过科学的有效的评价各级机构、部门以及员工的绩效,并对取得不同的绩效的结果的组织单位和员工给予恰当的激励,以促进组织、部门、员工的绩效水平的不断的提高,从而不断的、有效的提升企业的核心竞争能力,进而实现组织的总体的战略目标。它为人力资源的管理的其他环节提供了基础的信息,也为其他的职能的部门的决策提供了参考的依据。本文是以中国农业发展银行(以下简称农发行)Y市支行员工绩效考核管理工作作为研究的对象,有针对性的深入分析,扎实地开展调研,并与各层次领导、员工等进行交流,获取资料。同时,本文主要运用关键绩效指标(KPI)理论,并结合平衡计分卡、360度考核等相关理论,根据该农发行支行发展的目标和年度的工作计划,有针对性的提出了适合、适应该行员工的绩效考核方案和各类的指标体系。希望通过本方案的设计,能够帮助该行更好地完善、完备员工绩效考核方案,有效的挖掘内部的潜力,完善激励约束的机制,充分地调动、发挥员工的积极性,确保该行的业务经营平稳、较快地发展和保持该行的队伍的和谐稳定。论文分为五个部分,第一部分为绪论。着重分析了本专题研究的背景、目的意义、相关文献、内容及方法；第二部分是绩效考核相关理论。介绍了绩效及绩效考核的含义,同时着重介绍了关键绩效指标(KPI)理论及其他绩效考核理论；第三部分是现状及问题、问题的成因分析。主要针对农发行Y市支行开展员工绩效考核现状、存在的问题及问题产生的原因进行了分析；第四部分是考核方案改进。根据Y市农发行的战略愿景及战略目标体系,用以KPI为核心的绩效考核方案改进该行的绩效考核体系；第五部分是员工绩效考核方案的实施。着重介绍方案在实施过程中的措施；最后一部分是结束语。
[Abstract]:With foreign investment and other banks entering the country, China's financial industry is facing a huge challenge.Therefore, China's financial industry and banking industry must constantly adjust the mode of development, formulate a development strategy suitable for their own development and adapt to the economic environment, in order to adapt to the new external situation such as politics and economy.In the development strategy, human resource management and other strategies can be called the core of the development strategy, but also the most important part of the modern bank management.Performance appraisal is the most important part of modern human resource management mechanism.The core of this theory is to effectively evaluate the performance of all levels of institutions, departments and employees, and give appropriate incentives to organizations and employees who achieve different results, in order to promote the organization, the department,The continuous improvement of employee's performance level, thus continuously, effectively enhances the core competitive ability of the enterprise, and then realizes the overall strategic goal of the organization.It provides basic information for other aspects of human resources management, and also provides a reference for other functional departments to make decisions.This paper takes the performance appraisal and management work of the Agricultural Development Bank of China (hereinafter referred to as "the Agricultural Development Bank") as the object of study, makes a thorough analysis, makes a solid investigation, and communicates with the leaders and employees at all levels.Access to information.At the same time, this paper mainly uses the key performance index (KPI) theory, combined with the balanced scorecard 360 degree assessment and other relevant theories, according to the development goals of the Agricultural Development Bank and the annual work plan, put forward a targeted fit,Adapt to the performance appraisal scheme and all kinds of index system.It is hoped that through the design of this scheme, it can help the bank improve and complete the employee performance appraisal scheme, effectively tap the internal potential, perfect the incentive and restraint mechanism, fully mobilize and give full play to the enthusiasm of the staff.To ensure the smooth operation of the bank, rapid development and maintain the harmony and stability of the bank's team.The paper is divided into five parts, the first part is the introduction.Focus on the background, purpose, significance, relevant literature, content and methods; the second part is the theory of performance appraisal.This paper introduces the meaning of performance and performance appraisal, at the same time introduces the theory of key performance index (KPI) and other theories of performance appraisal. The third part is the present situation and problems, and the causes of the problems.This paper mainly analyzes the status quo of employee performance appraisal of Agricultural Development Bank Y branch, the existing problems and the causes of the problems; the fourth part is the improvement of appraisal scheme.According to the strategic vision and strategic objective system of Agricultural Development Bank of Y City, the performance appraisal system with KPI as the core is improved. The fifth part is the implementation of employee performance appraisal scheme.The last part is the conclusion.
【学位授予单位】：辽宁大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.31

【参考文献】