中国银行邯郸分行分支机构绩效管理研究

发布时间：2018-08-20 12:32

【摘要】：作为现代人力资源管理工具，绩效管理为企业的发展壮大以及在提升企业竞争力方面做出了卓越的贡献，然而随着经济社会的不断发展，绩效管理理论在提升企业绩效管理水平、解决企业实际问题的过程中也一直饱受争议，如何提升企业的绩效管理水平成为一个永恒的话题。 20世纪80年代以来，随着绩效管理理念在中国的流行，中国的企业相继引入了国外先进的绩效管理方法，，在这样的背景下，作为四大国有商业银行之一的中国银行也建立了完善的绩效管理体系，在支撑企业经营和发展当中起到了重要的作用。但随着经营管理压力的日趋增大，中国银行在推进绩效管理中也逐渐暴露了一些须待解决的问题，如考核指标繁琐造成员工“考核麻痹”、员工收入差异导致积极性不高、产品定价模式下产生的短期发展与长期发展的矛盾等。本文以中国银行邯郸分行机构网点绩效系统作为研究对象，分析了中国银行邯郸分行机构网点中绩效考核系统存在的突出问题，从绩效管理相关理论和方法入手，结合国内外商业银行相关绩效管理案例，提出了绩效管理的改进方案和建议。本文在结构上共分为七个章节。第一章为绪论，说明研究的背景、研究的意义、研究的思路以及研究的方法；第二章介绍绩效管理的相关理论，包括绩效管理的涵义、特征和绩效管理的主要方式；第三章介绍了国内外商业银行绩效管理现状；第四章介绍了中国银行邯郸分行的绩效管理现状，结合工作实际，指出存在的问题；第五章介绍了中国银行邯郸分行在完善绩效管理工作中的创新及尝试；第六章为中国银行邯郸分行绩效管理体系中存在的问题提出改进措施及建议；第七章为结论，总结全文，并对国有银行的绩效管理工作提出了希望。在本文的阐述中，以绩效考核相关理论为基础，结合作者对中国银行邯郸分行机构网点绩效考核管理系统进行实证研究，提出绩效考核管理系统的改进措施建议，对国内商业银行的绩效管理有一定的借鉴意义。
[Abstract]:As a modern human resource management tool, performance management has made outstanding contributions to the development and growth of enterprises and to enhance the competitiveness of enterprises. However, with the continuous development of economic and social, The theory of performance management has been controversial in the process of improving the level of enterprise performance management and solving the actual problems of enterprises. How to improve the performance management level of enterprises has become an eternal topic. With the popularity of the concept of performance management in China, Chinese enterprises have introduced foreign advanced performance management methods. Under this background, as one of the four state-owned commercial banks, Bank of China has also established a perfect performance management system. It plays an important role in supporting the management and development of enterprises. However, with the increasing pressure of management and management, Bank of China has gradually exposed some problems to be solved in promoting performance management, such as "paralysis of assessment" caused by cumbersome assessment indicators, and low enthusiasm caused by income differences among employees. The contradiction between short-term development and long-term development under product pricing mode. This paper takes the performance system of Handan Branch of Bank of China as the research object, analyzes the outstanding problems existing in the performance appraisal system of Handan Branch of Bank of China, and starts with the relevant theories and methods of performance management. Combined with the domestic and foreign commercial banks related performance management cases, this paper puts forward the improvement plan and suggestion of performance management. The structure of this paper is divided into seven chapters. The first chapter is the introduction, which explains the background, significance, thinking and methods of the research, and introduces the related theories of performance management, including the meaning, characteristics and main ways of performance management. The third chapter introduces the domestic and foreign commercial bank performance management situation, the fourth chapter introduces the performance management status of Handan Branch of Bank of China, and points out the existing problems combined with the actual work. The fifth chapter introduces the innovation and attempt of Handan branch of Bank of China in improving the performance management work; the sixth chapter puts forward the improvement measures and suggestions for the problems existing in the performance management system of Handan Branch of Bank of China; the seventh chapter is the conclusion, summarizes the full text, And put forward the hope to the performance management of the state-owned bank. In this paper, based on the theory of performance appraisal, the author makes an empirical study on the performance appraisal management system of Handan branch of Bank of China, and puts forward some suggestions to improve the performance appraisal management system. It has certain reference significance to the performance management of domestic commercial banks.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.33;F272.92

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