A国有银行铜陵开发区支行绩效管理现状与优化

发布时间：2018-06-26 11:05

本文选题：商业银行 + 绩效管理　；参考：《安徽财经大学》2017年硕士论文

【摘要】：在当前互联网金融业务高速扩张,新型支付工具日益增多,以及国家银行的经营范围逐渐放开的新形势下,国有商业银行正面临着更为激烈的生存环境。在传统的业务品种推广,市场份额抢占等经营性压力之外,商业银行对人才的抢挖也日益白热化,人才向外部流动更加普遍。而国有商业银行要留住人才,除了传统的薪水激励以外,更多的需要创造一个良好的企业内部环境,这就需要重视企业的绩效管理工作。我国国有银行体量大,但绩效管理设计大多停留在顶层的设计上,范围较广,体系较大。虽然从总行、分行到基层支行,绩效管理体系有着指导性规划,但每个基层支行有着不同的人员结构和客户群体,目前缺少与之匹配的基层支行的个案设计。本人目前在基层支行工作,深刻的感觉到这一块的不足。因此构思了从该角度出发,构建更加合理的绩效考核管理体系,促进基层支行实现经济效益和员工价值的双提升。本文首先研究了工商管理领域中的绩效管理的研究背景和理论工具,在此前提下,选取A银行铜陵开发区支行这个个案为研究对象,进行微观层面的案例解析。本文主要采用案例分析法、问卷调查法、定性分析法三种研究方法,首先对研究对象A支行现有的人力资源结构与支行绩效管理的现状进行摸底,通过调查问卷等形式获知其现有绩效管理模式及相关实施情况。通过定性分析的方法对该支行的现有情况进行梳理,分析出其存在的不足之处。主要发现该支行绩效管理存在绩效管理的导向出现偏差,具体考核指标设置不合理,绩效管理的过程缺少沟通互动,考核结果的应用不尽全面。然后,在此分析的基础上,结合部分绩效管理的理论研究工具,针对这些不足之处提出具体的优化设计措施。具体提出支行综合绩效导向上应与上级行保持一致;对具体的考核指标要进行重新梳理,明晰考核重点;对考核过程应当更加强化沟通互动,同时加强了考核结果更加全方面的应用。通过这些方案设计,对原有的绩效管理进行优化完善。最后通过绩效工资的兑现,方案制度化的过程来使以上优化思路和措施得到实施保障,最终实现本文的研究目的,即通过优化完善解决支行绩效管理存在的问题,完善支行的绩效管理工作,切实提升该支行的综合市场竞争力。也希望本文研究的最终优化措施方案能够在该支行进行实践操作,不断完善,最终对以后的相关银行基层支行起到一定的启示作用。
[Abstract]:At present, with the rapid expansion of Internet financial services, the increasing number of new payment tools and the opening of the scope of national banks, state-owned commercial banks are facing a more intense living environment. In addition to the traditional business variety promotion, market share preemption and other operational pressures, commercial banks are increasingly hot to grab and dig talents, and the flow of talents to the outside is more common. In addition to the traditional salary incentive, the state-owned commercial banks need to create a good internal environment, which needs to pay attention to the performance management of enterprises. China's state-owned banks have a large volume, but the performance management design mostly stays on the top of the design, with a wide range and a large system. Although the performance management system has a guiding plan from the head office, branch to the grass-roots branch, each grass-roots branch has different personnel structure and customer group, so it lacks the case design of the matching grass-roots branch at present. I am currently working in the grass-roots branch, deep feelings of the lack of this area. Therefore, it is conceived to construct a more reasonable performance appraisal management system from this point of view, and to promote the grass-roots branch to realize the double promotion of economic benefit and employee value. Firstly, this paper studies the research background and theoretical tools of performance management in the field of business administration. On this premise, the case of Tongling Development Zone Branch of Bank A is selected as the research object, and the case analysis on the micro level is carried out. This paper mainly adopts three research methods: case analysis method, questionnaire method and qualitative analysis method. Firstly, the author makes a survey of the existing human resource structure and the current situation of branch performance management of branch A. Through questionnaire and other forms to know its current performance management model and related implementation. The present situation of this branch is combed by qualitative analysis, and its shortcomings are analyzed. It is found that the performance management of the sub-bank has deviations in the direction of performance management, unreasonable setting of specific evaluation indicators, lack of communication and interaction in the process of performance management, and incomplete application of the evaluation results. Then, on the basis of this analysis, combined with some theoretical research tools of performance management, this paper puts forward specific optimization design measures in view of these shortcomings. It is proposed that the comprehensive performance orientation of the branch should be consistent with that of the superior bank; the specific assessment indicators should be rearranged to clarify the key points of the assessment; and the communication and interaction should be strengthened for the assessment process. At the same time, it strengthens the application of the assessment results in all aspects. Through the design of these schemes, the original performance management is optimized and perfected. Finally, through the realization of performance pay, the process of institutionalization of the scheme to ensure the implementation of the above optimization ideas and measures, and finally achieve the purpose of this paper, that is, through optimization and improvement to solve the problems existing in the performance management of the branch, Improve the performance management of the branch, effectively enhance the branch's comprehensive market competitiveness. I also hope that the final optimization measures studied in this paper can carry out practical operation in this branch, and improve continuously, finally, it will have a certain enlightening effect on the related banks' basic branch in the future.
【学位授予单位】：安徽财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33

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