中国农业银行N分行绩效管理研究
发布时间：2018-09-13 14:58
【摘要】：金融全球化的态势和国内金融体制改革的不断深入,使得国内银行业竞争日趋激烈。较之先期股改上市的工商银行、建设银行、中国银行,农业银行的历史包袱最为沉重,同时由于长期在农村地区经营且承担着政策性任务,农业银行的商业化运作水平较低,内部管理基础相对薄弱。经过多年不懈的努力,2010年农业银行实现了A股和H股的同时上市。农业银行上市后面临的最大问题是如何在激烈的市场竞争中获得生存和发展。按照农总行“3510”发展战略要求,结合其他三家大型国有商业银行上市后的经验,首先进行人力资源改革是农行打造核心竞争力的必然选择,而绩效管理改革正是人力资源改革的绝对重心和主要内容。 在这样的研究背景下,本文首先对绩效管理的相关概念及国内外绩效管理的研究状况进行了介绍,进而依据绩效管理理论,对主流的绩效管理方法进行了较为详细的研究,并对各自的优劣性进行了分析。其次,由于N分行是农总行确定的人力资源改革试点行,代表了农行系统最先进的绩效管理水平,所以本文以农行N分行作为实证研究对象。依据N分行现行绩效管理制度,辅以对调查问卷的统计分析,本文对N分行绩效管理现状进行了分析并指出了存在的诸如理念缺失、刚性不足等问题。再次,在指出问题及原因分析的基础上,本文依据绩效管理常规的绩效计划、绩效实施与辅导、绩效评估、绩效反馈四个环节,从N分行、部门及员工三个层面引入平衡计分卡的绩效管理方法,对N分行进行了绩效管理改革设计。本文着重对平衡计分卡在绩效计划过程中的应用进行了论述,强调了绩效实施过程中应当进行持续性的绩效辅导。在对N分行常规绩效评估工作进行设计的基础上,基于实用性考虑,本文在对员工的绩效评估方面引入了行为能力指标作为对平衡计分卡法的补充,力求全面客观地反映员工的真实绩效状况。最后从绩效改进、绩效薪酬、资源配置三个方面阐明了N分行应当如何充分利用绩效管理的结果。在完成了对N分行整体绩效管理改革设计的基础上,本文还对改革过程中应当注意的问题进行了提示。
[Abstract]:The trend of financial globalization and the deepening reform of the domestic financial system have made the domestic banking industry increasingly competitive. Compared with the Industrial and Commercial Bank, the Construction Bank, the Bank of China and the Agricultural Bank, the historical burden of which is the heaviest. At the same time, because of the long-term operation in rural areas and the policy-oriented task, the Agricultural Bank of China's businessmen have been undertaking. After years of unremitting efforts, the Agricultural Bank of China (ABC) realized the simultaneous listing of A shares and H shares. The biggest problem faced by ABC after listing is how to survive and develop in the fierce market competition. The experience of a large state-owned commercial bank after listing is that human resource reform is the inevitable choice for ABC to build core competitiveness, and performance management reform is the absolute focus and main content of human resource reform.
In this context, this paper first introduces the related concepts of performance management and the research status of performance management at home and abroad, and then according to the performance management theory, the mainstream performance management methods are studied in detail, and their advantages and disadvantages are analyzed. Secondly, because the branch N is determined by the Agricultural General Bank of China. The pilot bank of human resources reform represents the most advanced performance management level of the ABC system, so this paper takes ABC N Branch as an empirical study object. According to the current performance management system of ABC N Branch, supplemented by the statistical analysis of the questionnaire, this paper analyzes the current situation of performance management of ABC N Branch and points out the shortcomings of such ideas. Thirdly, on the basis of pointing out the problems and analyzing the reasons, this paper introduces the performance management method of balanced scorecard from three levels of N branch, department and staff, according to the four links of performance management routine performance plan, performance implementation and guidance, performance evaluation and performance feedback, and carries out the performance management reform of N branch. This paper focuses on the application of the Balanced Scorecard in the process of performance planning and emphasizes that continuous performance counseling should be carried out in the process of performance implementation. As a supplement to the Balanced Scorecard method, the standard tries to reflect the real performance of employees comprehensively and objectively. Finally, it illustrates how N Branch should make full use of the results of performance management from three aspects: performance improvement, performance compensation and resource allocation. Some problems should be noticed in the process.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33
本文编号：2241505
[Abstract]:The trend of financial globalization and the deepening reform of the domestic financial system have made the domestic banking industry increasingly competitive. Compared with the Industrial and Commercial Bank, the Construction Bank, the Bank of China and the Agricultural Bank, the historical burden of which is the heaviest. At the same time, because of the long-term operation in rural areas and the policy-oriented task, the Agricultural Bank of China's businessmen have been undertaking. After years of unremitting efforts, the Agricultural Bank of China (ABC) realized the simultaneous listing of A shares and H shares. The biggest problem faced by ABC after listing is how to survive and develop in the fierce market competition. The experience of a large state-owned commercial bank after listing is that human resource reform is the inevitable choice for ABC to build core competitiveness, and performance management reform is the absolute focus and main content of human resource reform.
In this context, this paper first introduces the related concepts of performance management and the research status of performance management at home and abroad, and then according to the performance management theory, the mainstream performance management methods are studied in detail, and their advantages and disadvantages are analyzed. Secondly, because the branch N is determined by the Agricultural General Bank of China. The pilot bank of human resources reform represents the most advanced performance management level of the ABC system, so this paper takes ABC N Branch as an empirical study object. According to the current performance management system of ABC N Branch, supplemented by the statistical analysis of the questionnaire, this paper analyzes the current situation of performance management of ABC N Branch and points out the shortcomings of such ideas. Thirdly, on the basis of pointing out the problems and analyzing the reasons, this paper introduces the performance management method of balanced scorecard from three levels of N branch, department and staff, according to the four links of performance management routine performance plan, performance implementation and guidance, performance evaluation and performance feedback, and carries out the performance management reform of N branch. This paper focuses on the application of the Balanced Scorecard in the process of performance planning and emphasizes that continuous performance counseling should be carried out in the process of performance implementation. As a supplement to the Balanced Scorecard method, the standard tries to reflect the real performance of employees comprehensively and objectively. Finally, it illustrates how N Branch should make full use of the results of performance management from three aspects: performance improvement, performance compensation and resource allocation. Some problems should be noticed in the process.
【学位授予单位】：南京大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33
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