中国农业银行A网点员工绩效考核方案的研究

发布时间：2018-01-15 15:15

本文关键词：中国农业银行A网点员工绩效考核方案的研究　出处：《北京交通大学》2017年硕士论文　论文类型：学位论文

【摘要】：农业银行的L支行所属于六大城区支行,其中的A网点绩效考核在分行常年排名靠后。业务发展与同区域建行相比,也存在较大差距。近两年,支行通过加大考核力度,推动业务加快提速,考核名次和市场份额都有所上升。人力资源是第一资源,是核心竞争力所在,绩效考核是提高员工积极性和创造性的重要手段。现代商业银行不乏复杂的绩效考核办法,但在基层网点层面的绩效考核上,大多存在着各种各样的问题。基层网点直接接触客户,管理营业网点,是所有业绩指标的承担者。其绩效考核方案的合理与否,直接影响到业务的发展和员工的信心。所以,改进网点绩效考核方案具有十分重要的现实意义。本文对国内外关于绩效考核的理论和文献进行了总结、梳理。分析了 L支行和其下属网点绩效考核体系,以及A网点的绩效考核现状。针对A网点考核指标及权重设置不合理、缺乏长期性目标和非财务性指标等运用平衡记分卡法对考核指标和方案进行了改进优化,进而建立了新的绩效考核指标体系,并通过层次分析法获得各指标的权重,通过数量方法科学分配任务量,最终完善了 L支行A网点绩效考核方案。论文还对如何保障该方案的正确实施提出了相关建议。
[Abstract]:The L branch of Agricultural Bank of China belongs to the six major urban branch, among which the A network performance appraisal is lower than the branch all year round. Compared with the same regional construction bank, the business development also has the big disparity in the last two years. By increasing the strength of the examination, the branch promotes the business to speed up, the appraisal ranking and market share have increased. Human resources is the first resource, is the core competitiveness. Performance appraisal is an important means to improve the enthusiasm and creativity of employees. Modern commercial banks do not lack of complex performance appraisal methods, but in the grass-roots network level of performance appraisal. Most of them have all kinds of problems. Grassroots network directly contact customers, manage the business network, is the burden of all performance indicators. Its performance evaluation program is reasonable or not. Directly affect the development of business and the confidence of staff. Therefore, it is very important to improve the network performance evaluation scheme. This paper summarizes the theory and literature of performance appraisal at home and abroad. Combing. Analyzed the L branch and its subordinate network performance appraisal system, as well as the A network performance appraisal present situation. Aimed at A network appraisal index and the weight setting unreasonable. Lack of long-term goals and non-financial indicators, using the balanced Scorecard method to improve the evaluation indicators and programs, and then set up a new performance evaluation index system. And through the analytic hierarchy process to obtain the weight of each index, through the number of scientific allocation of the task. Finally, the performance evaluation scheme of L branch A network is improved. The paper also puts forward some relevant suggestions on how to ensure the correct implementation of the scheme.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F832.33

【参考文献】