中国农业银行辽宁省二级分行高管绩效考核体系研究

发布时间：2018-05-28 05:15

本文选题：高管人员 + 绩效考核体系　；参考：《东北大学》2014年硕士论文

【摘要】：随着我国加入WTO和银行业全面对外开放时代的到来,国内银行业面临着巨大的机遇和挑战：一方面我国企业越来越多地加入到全球化进程中,给银行业的发展带来了机遇；另一方面,在中国经营的外国银行的范围不断扩大,中国的金融市场竞争加剧。人力资源作为商业银行发展的第一要素,其相关管理体制的建立和完善直接影响到商业银行的竞争力。各级行高管是商业银行人力资源的核心,怎样构建一个灵活科学的高级管理人员绩效考核评价体系,是商业银行改革进程中的核心内容之一。在本文中,针对农行辽宁省分行所辖各二级分行的高级管理人员为研究对象,运用绩效考核的理论和方法,对现有高管绩效考核体系进行分析,找到目前绩效考核体系存在的问题和症结,并针对这些问题,结合辽宁省分行的发展战略,对其所辖的二级分行高管绩效考核体系进行再设计,运用EVA考核模型和平衡计分卡等现代的绩效考核工具和方法,对原有的绩效考核体系进行改进,并提出相应的保障措施,使考核更具有战略性、针对性、公平性和实效性。本文的研究共分为六部分：第一部分绪论,主要介绍研究的背景、目的及研究意义,国内与国外的相关现状及发展趋势,研究的内容、方法及技术路线等；第二部分绩效考核体系的相关理论,主要包括绩效考核体系的含义、绩效考核体系的内容、绩效考核体系的演化及理论和方法等。在绩效考核方法中,重点介绍平衡计分卡及应用,KPI及其应用、EVA技术及应用、目标管理法及其应用和3600考核反馈及其应用等；第三部分为绩效考核的实证分析——以农行辽宁省的二级分行高管的绩效考核为例,主要介绍农行辽宁省二级分行的概况、二级分行高管绩效考核体系的现状和高管绩效考核体系成效及问题分析；第四部分为高管绩效考核体系的改进,在实证分析基础上提出完善农行辽宁省二级分行高管绩效考核体系改进的原则、思路,考核方法的改进、指标体系的改进等；第五部分为改进后高管绩效考核体系实施的保障措施,提出完善绩效考核管理制度、树立现代商业银行经营管理理念、完善选拔和退出机制及建立和形成优秀的企业文化等举措；第六部分为结论和展望。
[Abstract]:With China's entry into WTO and the arrival of the era of banking opening to the outside world, the domestic banking industry is facing enormous opportunities and challenges: on the one hand, more and more enterprises of our country have joined in the process of globalization, which has brought opportunities to the development of the banking industry; On the other hand, the scope of foreign banks operating in China is expanding and competition in China's financial markets is increasing. As the first element of the development of commercial banks, the establishment and perfection of human resources management system has a direct impact on the competitiveness of commercial banks. Bank executives at all levels are the core of the human resources of commercial banks. How to build a flexible and scientific performance appraisal system for senior managers is one of the core contents in the reform process of commercial banks. In this paper, aiming at the senior managers of each secondary branch of ABC Liaoning Province Branch as the research object, using the theory and method of performance appraisal, this paper analyzes the existing executive performance appraisal system. Find out the existing problems and the crux of the current performance appraisal system, and in view of these problems, combined with the development strategy of Liaoning Province Branch, redesign the executive performance appraisal system of the secondary branch under its jurisdiction. By using modern performance appraisal tools and methods such as EVA evaluation model and balanced scorecard, this paper improves the original performance appraisal system and puts forward the corresponding safeguard measures to make the appraisal more strategic, targeted, fair and effective. The research of this paper is divided into six parts: the first part is introduction, which mainly introduces the background, purpose and significance of the research, the current situation and development trend of domestic and foreign countries, the contents, methods and technical routes of the research. The second part of the performance appraisal system related theory, mainly includes the performance appraisal system meaning, the performance appraisal system content, the performance appraisal system evolution, the theory and the method and so on. In the performance appraisal method, the emphasis is put on the balanced scorecard and its application, including the technology and application of EVA, the method of objective management and its application, the feedback of 3600 assessment, etc. The third part is the empirical analysis of the performance appraisal-taking the performance appraisal of the senior executives of the secondary branch of ABC Liaoning Province as an example, it mainly introduces the general situation of the secondary branch of the Agricultural Bank of China. The current situation of the executive performance appraisal system of the secondary branch and the analysis of the effectiveness and problems of the executive performance appraisal system; the fourth part is the improvement of the executive performance appraisal system. On the basis of empirical analysis, the paper puts forward the principles, ideas, methods and index system of improving the performance appraisal system of senior executives in Liaoning Provincial Branch of Agricultural Bank of China. The fifth part is to improve the executive performance appraisal system implementation safeguard measure, proposed consummates the performance appraisal management system, establishes the modern commercial bank management idea, The sixth part is the conclusion and prospect.
【学位授予单位】：东北大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.33;F272.92

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