本文選題：郵儲銀行　切入點：績效考核　出處：《吉林大學》2013年碩士論文

【摘要】：知識經(jīng)濟時代下的市場競爭日趨激烈，企業(yè)在運營發(fā)展中逐步將人力資源的有效管理作為企業(yè)維持競爭優(yōu)勢的工具。人力資源管理對企業(yè)的運營發(fā)展影響重大，是維持并促進企業(yè)運轉(zhuǎn)的重要手段，其中最為有效的是員工的績效考核管理，績效考核可以對員工產(chǎn)生激勵和約束的作用，并能與企業(yè)的其他管理手段相結(jié)合共同為企業(yè)的發(fā)展目標服務�？茖W有效的績效考核對企業(yè)發(fā)展具有重大意義，公平合理的績效考核體系有助于企業(yè)搭建合理的人才梯隊、保障企業(yè)發(fā)展目標的順利施行，對提升員工工作績效、加強企業(yè)管理、增強企業(yè)綜合競爭力意義重大。 近年來，我國銀行業(yè)的改革不斷深入，外資銀行的進入、中小銀行的發(fā)展等都對郵儲銀行的發(fā)展帶來了巨大的挑戰(zhàn)，，郵儲銀行需要在二次轉(zhuǎn)型的過程中充分運用績效考核等方法確保企業(yè)戰(zhàn)略目標的完成。本文在分析現(xiàn)代績效考核的基本理論后，結(jié)合中國郵儲銀行現(xiàn)狀，對郵儲銀行XX分行的績效考核現(xiàn)狀進行了全面的分析，指出存在考核目的定位不明確、指標設(shè)定不科學、風險隱患意識薄弱等問題。 針對郵儲銀行績效考核中存在的問題，本文首先確定了績效考核體系設(shè)計的目標和思路，提出以推進績效分配改革、完善工效掛鉤機制為考核目標，然后從分解目標、制定崗位說明書及相關(guān)培訓等方面對績效考核體系進行組織，最后對績效考核體系的實施及結(jié)果反饋進行了分析說明，并提出了相關(guān)的保障措施。本文對郵儲銀行績效考核的設(shè)計主要以加強綜合轉(zhuǎn)型營銷為主，具有可行性與實用性，希望能為其他銀行的績效考核管理提供參考。
[Abstract]:In the era of knowledge economy, the market competition is becoming more and more fierce. In the course of operation and development, enterprises gradually regard the effective management of human resources as a tool for enterprises to maintain their competitive advantage.Human resource management has a great impact on the operation and development of the enterprise, and it is an important means to maintain and promote the operation of the enterprise, among which the most effective is the performance appraisal management of the staff, and the performance appraisal can produce the function of incentive and restraint to the staff.And can be combined with other management means of enterprises to jointly serve the development objectives of enterprises.Scientific and effective performance appraisal is of great significance to the development of enterprises. A fair and reasonable performance appraisal system is helpful for enterprises to set up reasonable talent echelons, to ensure the smooth implementation of enterprise development goals, and to improve the performance of employees.It is of great significance to strengthen enterprise management and enhance the comprehensive competitiveness of enterprises.In recent years, the reform of China's banking industry has been deepening, the entry of foreign banks and the development of small and medium-sized banks have brought great challenges to the development of postal savings banks.The Postal savings Bank needs to make full use of the performance appraisal method in the process of the second transformation to ensure the completion of the strategic goal of the enterprise.After analyzing the basic theory of modern performance appraisal, combined with the present situation of China Postal savings Bank, this paper makes a comprehensive analysis of the present situation of performance appraisal in XX branch of Postal savings Bank, and points out that the purpose of assessment is not clear, and the setting of index is not scientific.The risk hidden danger consciousness is weak and so on.In view of the problems existing in the performance appraisal of postal savings bank, this paper first determines the objectives and ideas of the design of the performance appraisal system, and proposes to promote the reform of performance distribution, perfect the work efficiency linkage mechanism as the assessment goal, and then decompose the objective from the point of view of the performance appraisal system.The performance appraisal system is organized in the aspects of job description and related training. Finally, the implementation of the performance appraisal system and the result feedback are analyzed and explained, and the relevant safeguard measures are put forward.In this paper, the design of postal savings bank performance appraisal is mainly to strengthen the comprehensive transformation marketing, which is feasible and practical, hoping to provide reference for the performance appraisal management of other banks.
【學位授予單位】：吉林大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F272.92;F832.33

【參考文獻】

相關(guān)期刊論文 前10條

1 陳荊;;H公司績效管理指標體系構(gòu)建及模糊綜合評價[J];產(chǎn)業(yè)與科技論壇;2010年06期

2 聶晶;;加強我國商業(yè)銀行績效管理的途徑[J];南方金融;2007年10期

3 陳敏,馬東曉,易樹平,喬勝普,向東;基于工作分析的績效考核體系研究[J];工業(yè)工程與管理;2003年05期

4 公艷;翁懷達;王成軍;;基于P-CMM的我國民營中小企業(yè)績效管理系統(tǒng)設(shè)計[J];科技進步與對策;2010年12期

5 張偉兵;張永軍;;創(chuàng)新導向的企業(yè)績效管理體系構(gòu)建——基于知識共享視角[J];科技進步與對策;2012年05期

6 唐果;;基于層次分析和模糊綜合評判法的事業(yè)單位員工績效考核研究——以360度績效考核為例[J];科技與管理;2010年03期

7 籍麗宏;;淺議國有企業(yè)績效考核中的問題及解決措施[J];科學之友;2010年03期

8 仲理峰,時勘;績效管理的幾個基本問題[J];南開管理評論;2002年03期

9 陳哲;;基層商業(yè)銀行績效考核管理現(xiàn)狀及策略[J];商業(yè)經(jīng)濟;2009年08期

10 李德本;;企業(yè)職能部門崗位績效考核存在的問題分析及績效考核方案探討[J];經(jīng)濟師;2011年06期

本文編號：1707253