中国农业银行LC市分行绩效管理研究

发布时间：2019-06-09 21:10

【摘要】：我国经济社会又好又快发展为金融的发展提供了历史机遇,但是金融业经营同质化趋势日益严重又加剧了金融机构的竞争程度。作为服务农村金融的主力军中国农业银行,虽然在农村市场竞争有一定的优势,但是在城区市场的竞争处于劣势地位,并且绩效管理的引入时间相对较晚,运用效果相对较差。因此,在目前如此严峻形势下,亟需中国农业银行找出绩效管理运作中存在问题,并重新进行梳理,充分发挥绩效管理的作用,激活各种有效资源的活力,进一步提升企业竞争力,使企业立于不败之地。本文以中国农业银行LC市分行为例,首先通过采用文献研究、实证研究、比较分析法、定性分析与定量分析相结合等方法,围绕绩效管理设计出一份包含对绩效管理整体评价、对绩效考核存在问题等多方面内容的调查问卷,并对中国农业银行LC市分行130名员工做了匿名问卷调查。同时,通过问卷分析、召开座谈会、个别谈话等方式,从感性和理性两方面综合考虑,找出目前中国农业银行LC市分行存在的问题及原因。其次,本文从对中国农业银行LC市分行从工作分析、目标体系等方面着手,按照绩效管理方案设计原则、绩效考核指标体系设计、绩效考核实施流程设计等流程层层递进,将整个中国农业银行LC市分行的绩效管理方案设计出来。在这个过程中有几个亮点,一是设计支行高层管理者的考核方法,在充分借鉴传统四维平衡计分卡的基础上,引入风险管理这一维度,形成五维度中国农业银行LC市分行平衡计分卡；二是在设计指标权重时,创新采取“定性分析和定量分析”相结合的方法,借助“层次分析法”、“模糊综合评级法”等技术理念,对关键绩效考核指标建立起层次模型,确保了指标权重的合理性；三是针对中国农业银行LC市分行内设机构的客观实际,忽视具体工作差异性,提炼形成内部管理、工作规划、工作组织、工作创新、工作联系五个考核维度,为考核过程更加公平合理奠定了基础。再次,本文通过制定合理的考核组织体系、考核流程、考核办法,为绩效考核顺利实施提供了保障。同时,本文通过给出合理运用绩效结果的形式,能够调动起中国农业银行LC市分行员工的积极性,为实现其战略目标提供动力保障。最后,给出本文的结论：即合理的绩效管理方案能有效促进组织实施其战略目标。同时,并提出实施绩效管理需要注意的问题。
[Abstract]:The good and rapid development of economy and society in our country provides a historical opportunity for the development of finance, but the homogenization trend of financial industry management is becoming more and more serious and aggravates the competition degree of financial institutions. As the main force of serving rural finance, Agricultural Bank of China has certain advantages in rural market competition, but the competition in urban market is in a inferior position, and the introduction time of performance management is relatively late, and the application effect is relatively poor. Therefore, under such a severe situation, it is urgent for the Agricultural Bank of China to find out the problems existing in the operation of performance management, and to sort it out again, give full play to the role of performance management, and activate the vitality of all kinds of effective resources. Further enhance the competitiveness of enterprises, so that enterprises in an invincible position. Taking LC Branch of Agricultural Bank of China as an example, this paper first designs an overall evaluation of performance management around performance management by using literature research, empirical research, comparative analysis, qualitative analysis and quantitative analysis. An anonymous questionnaire survey was conducted among 130 employees of LC Branch of Agricultural Bank of China. At the same time, through questionnaire analysis, forum, individual conversation and other ways, from the perceptual and rational aspects of comprehensive consideration, to find out the current Agricultural Bank of China LC branch existing problems and reasons. Secondly, this paper starts from the work analysis and target system of LC Branch of Agricultural Bank of China, according to the design principles of performance management scheme, the design of performance appraisal index system, the design of performance appraisal implementation process, and so on. The performance management scheme of the whole Agricultural Bank of China LC branch is designed. There are several bright spots in this process, one is to design the assessment method of senior managers of branch offices, and to introduce the dimension of risk management on the basis of fully drawing lessons from the traditional four-dimensional balanced scorecard. The formation of five-dimensional Agricultural Bank of China LC branch balanced scorecard; Second, when designing the weight of the index, the innovation adopts the method of "qualitative analysis and quantitative analysis", and establishes the hierarchical model of the key performance evaluation index with the help of the technical concepts such as "analytic hierarchy process" and "fuzzy comprehensive rating method". The rationality of the index weight is ensured. Third, in view of the objective reality of the internal institutions of the LC Branch of the Agricultural Bank of China, neglecting the specific work differences, refining and forming five assessment dimensions: internal management, work planning, work organization, work innovation, and work connection. It lays a foundation for the assessment process to be more fair and reasonable. Thirdly, this paper provides a guarantee for the smooth implementation of performance appraisal by formulating a reasonable evaluation organization system, assessment process and assessment methods. At the same time, by giving the form of reasonable use of the performance results, this paper can mobilize the enthusiasm of the LC branch of the Agricultural Bank of China and provide a dynamic guarantee for the realization of its strategic objectives. Finally, the conclusion of this paper is that a reasonable performance management scheme can effectively promote the implementation of its strategic objectives. At the same time, the problems that should be paid attention to in the implementation of performance management are put forward.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.3

【参考文献】