中国银行青岛市南S支行绩效管理优化研究(硕士)(论文30000字)
摘 要
在新时期大数据的背景下，“互联网+”使得各大行业都受到了不小的冲击和影响，银行系统自然也在其中。如何能在日趋激烈的市场竞争压力下站稳脚跟，并能很好的带动当地经济的发展，已经是各大中小银行必须要解决的问题。不断吸收优秀人才，并充分激发员工潜能，提升群体凝聚力以及建立更科学更完善的绩效管理制度是我国商业银行应对强烈竞争的最佳出路。将中国银行青岛市南S支行选作此次研究的目标，以国内外先进的绩效管理制度和方法作为对比参考，从不同的维度出发，采取调查问卷和访谈等方式进行调研与研究，总结了以下几个问题：重财务指标而轻非财务指标的过程管控；员工与领导层严重缺乏沟通；出现问题经常不能尽快尽好的解决；考核没有一个明确的标准等。
本文在了解了中国银行青岛市南S支行的绩效管理体系面临的问题后，提出了设定全方位系统评价、建立有效实用的绩效沟通和反馈机制、合理设定进步系数和标杆系数、绩效考核结果与工资薪酬的挂钩调整等方法，不仅可以解决银行业绩效管理问题、薪酬透明公正问题、人才流动性大的问题等，还能帮助其他商业银行分支行制定更加优化的绩效管理以面对日益激烈的市场竞争。
关键词：中国银行，绩效管理，绩效考核，优化
A Study on Optimal Performance Management of China Branch in Qingdao
Abstract
In the context of the big data in the new era, "Internet +" has caused great impact and impact on all major industries, and the banking system is naturally in it. How to gain a firm foothold under the increasingly fierce market competition pressure, and can drive the development of local economy well, has been the problem that the big and small Banks have to solve. Constantly absorbing talents, and fully motivate employees potential, enhance group cohesion, and establish more scientific and perfect performance management system is the best way for our country commercial bank to cope with strong competition. The selection of the bank of China, Qingdao south S branch as the research target, the advanced performance management system at home and abroad and methods as contrast reference, starting from different dimensions, to take in the form of questionnaire and interview and investigation and research, summed up the following questions: light heavy financial indicators and non-financial indicators of process control; Serious lack of communication between employees and leadership; Problems often cannot be solved as soon as possible; There is no clear standard for assessment.
Based on understanding the sub-branch of bank of China, Qingdao south S performance management system problems, puts forward the comprehensive evaluation system, establish an effective and practical performance communication and feedback mechanism, progress coefficient and coefficient of benchmarking, setting a reasonable performance appraisal results linked to pay wages adjustment method, not only can solve the problem of the banking sector performance management, compensation, transparent and fair problem, the problem of the talent liquidity, etc., can also help other commercial bank branches more optimized for performance management in the face of increasingly fierce market competition.
Key words: bank of China; performance managemen; performance appraisal; optimization.
目 录
1 绪论 1
1.1 研究背景 1
1.2 研究意义 2
1.3 国内外研究现状 2
1.4 主要研究内容与研究框架 5
1.5 研究方法 7
2 相关理论综述 8
2.1 相关概念的界定 8
2.1.1 绩效的含义 8
2.1.2 绩效管理的含义 8
2.2 绩效管理的具体实施及绩效考核的制定 9
2.2.1 绩效计划原则 9
2.2.2 绩效目标的确定 10
2.2.3 周期性的绩效考核 11
2.2.4 考核结果的应用 12
2.3 绩效管理的主要工具 14
2.3.1 目标管理绩效评估法 14
2.3.2 360度绩效评估法 15
2.3.3 平衡计分卡绩效评估法 16
2.3.4 KPI关键绩效指标法 18
3 中国银行S支行绩效管理分析 19
3.1 中国银行S支行的概况 19
3.1.1 中国银行S支行组织架构 19
3.1.2 中国银行S支行人力资源现状 21
3.1.3 中国银行S支行经营状况 23
3.2 中国银行S支行绩效管理现状 24
3.2.1 网点/部门绩效管理 24
3.2.2 岗位的绩效管理办法 26
4 绩效管理存在的问题及原因分析 28
4.1 问卷调查 28
4.1.1 问卷设计和实施 28
4.1.2 问卷结果分析 28
4.2 人员访谈 29
4.2.1 访谈提纲 29
4.2.2 访谈结果分析 30
4.3 绩效管理存在的问题 31
4.4 绩效管理问题的原因分析 34
5 绩效管理方案的优化 37
5.1 绩效管理方案设计优化的目标与原则 37
5.1.1 绩效管理优化设计的目标 37
5.1.2 绩效管理优化设计原则 37
5.2 优化方案的指导思想 38
5.3 关键绩效指标的优化设计 40
5.3.1 绩效指标优化 40
5.3.2 绩效辅导优化 43
5.3.3 绩效评价优化 49
5.3.4 绩效反馈提升优化 49
6 绩效管理优化的保障措施 57
6.1 强化绩效考核监管 57
6.2 强化绩效考核宣传 57
6.3 重抓员工学习培训 58
6.4 畅通考核沟通渠道 58
6.5 建立考核申诉机制 59
7 结论与展望 60
7.1结论 60
7.2未来展望 60
参考文献 62
附 录 65
致 谢 74 |
