中国建设银行XX分行营运部绩效管理优化研究

发布时间：2018-06-22 07:57

本文选题：绩效管理 + 精细化管理　；参考：《江西财经大学》2017年硕士论文

【摘要】：绩效管理是指为了实现员工和组织共同发展的目的,运用相关绩效指标和方法对员工的工作业绩、态度和能力等进行全面考核及管理的过程。伴随着我国商业银行的快速发展,越来越多的人开始关注先进绩效方法在商业银行员工管理工作中的有效应用。而网络技术的不断应用,也为新形势下商业银行的绩效管理工作提供了发展契机。这些年来,我国国内的银行为了应对国际金融机构的挑战,推行了总、分、支行的三级绩效管理,并取得了良好成效。此外,一部分的商业银行也将自己的绩效管理工作进行精细化改革,这项工作不仅要结合经济发展和银行业转型趋势,还需合理地制定绩效评价的内容和指标,更重要的是围绕着这些评价内容和指标提出与之匹配的绩效管理政策、制度和举措。事实上,我国的商业银行在绩效管理体系的构建和完善上付出了大量努力,其目的是为了能跟上发展的步伐。可是,我国商业银行在追求绩效管理发展的进程中,也不可避免地出现了许多问题。如何有针对性地解决这些问题并建立持续合理的商业银行发展模式成为了当前商业银行绩效管理研究的重点。此外,国际上对于绩效管理的研究一直在进行,并取得了丰硕的成果,各种先进的管理思想和管理技术不断被推出。我国商业银行该如何吸收这些养分并落地实施,来提高自身的管理效益也成了重中之重。作者从2012年进入营运管理部工作,主要工作内容主要分为部门人力资源管理和部门业务发展规划两大部分,在工作的实践过程中碰到形形色色的问题是我成长的土壤,为我累积了丰富的管理和业务经验。这些亲身经验有助于作者更好地了解部门员工的工作现状和工作职责,更好的理解部门的绩效管理模式及其发展历程。此外,在MBA学习的经历充实了作者有关于绩效管理的理论基础。实践经验与理论基础的结合构成了本文的研究基础,并为建行XX分行营运管理部的绩效管理提出改进方案,有着一定的实际意义。本文以建设银行XX分行营运管理部为例,基于总行渠道与营运管理部与江西分行的发展战略目标,基于部门业务管理和人力资源管理的现状,设计了一套绩效管理体系,同时通过精细化管理手段,提升部门及条线整体绩效水平。全文由五大部分组成:第一部分是绪论部分。在这一部分阐述了本文选题背景和选题意义,介绍了本文的研究方法及论文结构。并且探讨了这一课题的实际价值,希望能够通过本研究为我国其他商业银行绩效管理的提升和改善提供参考。第二部分主要回顾了现代绩效管理的相关概念和基本理论。第三部分从现状出发,分析了XX分行营运管理部的绩效管理现状,针对部门的基本情况、业务模式和绩效管理模式进行阐述。第四部分是本文的重点,在对该部门绩效管理现状进行分析的基础上提出了对该部门的优化设计方案。第五部分是对全文的总结。
[Abstract]:Performance management refers to the process of comprehensive assessment and management of employees' work performance, attitude and ability in order to achieve the common development of employees and organizations. With the rapid development of commercial banks in China, more and more people begin to pay attention to the advanced performance methods in the management of commercial banks. The effective application of the work, and the continuous application of network technology, also provides a development opportunity for the performance management of commercial banks under the new situation. In recent years, in order to cope with the challenges of the international financial institutions, China's domestic banks have carried out the three level performance management of the general, sub and branch, and achieved good results. In addition, a part of the business of commercial banks has achieved good results. The bank also carries out fine reform of its performance management. This work should not only combine economic development and banking industry transformation, but also make a reasonable formulation of the content and indicators of performance evaluation, and more importantly, put forward the performance management policies, systems and measures that match these evaluation contents and indicators. The commercial banks of the country have made great efforts to build and improve the performance management system. The purpose is to keep pace with the pace of development. However, many problems are unavoidable in the process of pursuing the development of performance management in our commercial banks. How to solve these problems and establish a sustainable and reasonable business in a targeted way? The development model of the bank has become the focus of the current research on the performance management of commercial banks. In addition, the research on performance management has been carried out in the world and has achieved fruitful results. All kinds of advanced management ideas and management technologies have been continuously introduced. The management efficiency has also become the top priority. The author entered the operation management department in 2012. The main contents of the work are divided into two parts, the Department of human resources management and the development planning of department business. In the process of practice, the various problems are the soil of my growth, which has accumulated rich management and business experience for me. Some personal experience helps the author better understand the job status and job responsibilities of the Department staff, better understand the performance management model and development process of the Department. In addition, the experience of MBA learning enriches the theoretical basis of the author's performance management. It has certain practical significance for the performance management of the XX branch of the Bank of China. This paper takes the operation management department of the XX branch of the Construction Bank as an example. Based on the development strategy target of the general bank and the Department of operation management and Jiangxi branch, a set of performance management is designed based on the current situation of department business management and human resource management. The full text is composed of five parts: the first part is the introduction part. In this part, the background and significance of this paper are expounded, the research methods and the structure of the paper are introduced, and the practical value of this topic is discussed. This study provides a reference for the improvement and improvement of the performance management of other commercial banks in China. The second part mainly reviews the related concepts and basic theories of modern performance management. The third part analyzes the current situation of the performance management of the XX branch operation management department from the present situation, and aims at the basic situation of the Department, the business model and the performance management. The fourth part is the key point of this paper. On the basis of the analysis of the present situation of the performance management of the Department, the optimization design scheme for the Department is proposed. The fifth part is a summary of the full text.
【学位授予单位】：江西财经大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F272.92;F832.33

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