P銀行員工績(jī)效考核的對(duì)策研究
發(fā)布時(shí)間：2018-09-10 07:43
【摘要】：本文通過(guò)分析P銀行績(jī)效考核現(xiàn)狀，研究改進(jìn)P銀行績(jī)效考核的對(duì)策，，揭示國(guó)有商業(yè)銀行落后的文化理念對(duì)員工績(jī)效考核的制約和影響，以及盲目運(yùn)用現(xiàn)代績(jī)效考核工具的弊端。幫助P銀行提高績(jī)效工作質(zhì)量；啟發(fā)銀行負(fù)責(zé)人、人力資源工作者提高對(duì)員工績(jī)效考核工作的認(rèn)識(shí)程度和重視程度；同時(shí)引起人力資源理論研究者更多關(guān)注和具體研究企業(yè)文化對(duì)績(jī)效考核的影響、考核工具使用的環(huán)境和條件。從而有效幫助企業(yè)和個(gè)人全面、正確地理解績(jī)效考核理論、科學(xué)地運(yùn)用績(jī)效考核工具、卓有成效地開(kāi)展員工績(jī)效考核工作。為此，筆者曾深入P銀行調(diào)研訪談，對(duì)前臺(tái)、中臺(tái)、后臺(tái)共30名員工，15名中層干部以及5名行領(lǐng)導(dǎo)班子成員進(jìn)行了面談，查閱了P銀行近四年績(jī)效考核的資料，閱讀大量有關(guān)員工績(jī)效考核和人力資源管理的理論書(shū)籍和文獻(xiàn)資料，分析、研究聯(lián)想、華為等知名企業(yè)在員工績(jī)效考核方面的成功案例，剖析P銀行績(jī)效考核指標(biāo)設(shè)計(jì)、考核流程實(shí)施、考核結(jié)果運(yùn)用三個(gè)員工績(jī)效考核主要環(huán)節(jié)存在的問(wèn)題及成因，闡明企業(yè)文化在績(jī)效考核中的靈魂作用、科學(xué)運(yùn)用績(jī)效考核工具的必要性，以及企業(yè)負(fù)責(zé)人和人力資源工作者的文化理念、人力資源專(zhuān)業(yè)能力對(duì)員工績(jī)效考核的重要影響等觀點(diǎn)。倡導(dǎo)樹(shù)立有效溝通和績(jī)效導(dǎo)向的文化理念、因地制宜運(yùn)用績(jī)效考核工具。重點(diǎn)論述在產(chǎn)品同質(zhì)化、服務(wù)差別不大的條件下，最大限度發(fā)揮員工潛能、改善國(guó)有商業(yè)銀行績(jī)效考核現(xiàn)狀的關(guān)鍵，在于重塑銀行企業(yè)文化，特別是銀行負(fù)責(zé)人和人力資源部經(jīng)理要率先更新觀念，樹(shù)立市場(chǎng)意識(shí)、效益意識(shí)和科學(xué)的績(jī)效管理理念，運(yùn)用切合銀行現(xiàn)狀的績(jī)效考核工具和考核方法，明確經(jīng)營(yíng)目標(biāo)，合理確定并分解關(guān)鍵業(yè)績(jī)指標(biāo)，通過(guò)績(jī)效計(jì)劃、績(jī)效輔導(dǎo)、績(jī)效考核和績(jī)效結(jié)果運(yùn)用等完整的績(jī)效管理流程，將商業(yè)銀行員工績(jī)效考核工作循序推進(jìn)，真正發(fā)揮績(jī)效考核的杠桿作用，提高員工整體績(jī)效，從而在市場(chǎng)中繼續(xù)保持或穩(wěn)步提高商業(yè)銀行的市場(chǎng)競(jìng)爭(zhēng)地位。為轉(zhuǎn)型期的國(guó)有商業(yè)銀行乃至人力資源理論研究者提供工作實(shí)踐和理論研究的參考。
[Abstract]:By analyzing the present situation of P bank performance appraisal, this paper studies the countermeasures of improving P bank performance appraisal, and reveals the restriction and influence of the backward cultural idea of state-owned commercial bank on employee performance appraisal. And the abuse of blind use of modern performance appraisal tools. To help P Bank to improve the quality of performance work, to inspire the bank responsible, human resources workers to improve the level of understanding and attention to employee performance appraisal; At the same time, human resource theory researchers pay more attention to and study the impact of corporate culture on performance appraisal, the environment and conditions for the use of assessment tools. In order to effectively help enterprises and individuals to fully understand the theory of performance appraisal, scientific use of performance appraisal tools, effective performance appraisal of employees. Therefore, the author has conducted in-depth research and interviews with Bank P, interviewed a total of 30 middle-level cadres and 5 members of the leading group of the Bank of P in the front desk, central Taiwan and backstage, and consulted the data of the performance appraisal of the Bank of P in the past four years. Read a large number of theoretical books and literature on employee performance appraisal and human resource management, analyze and study the successful cases of Lenovo, Huawei and other well-known enterprises in employee performance appraisal, and analyze the design of P bank performance appraisal index. The implementation of the assessment process, the results of the assessment of the use of the three main aspects of employee performance appraisal problems and causes, to clarify the role of corporate culture in the performance appraisal of the soul role, scientific use of performance appraisal tools, the need for scientific use of performance appraisal tools, As well as the cultural concept of the enterprise leaders and human resource workers, the important influence of human resources professional ability on employee performance evaluation and so on. To promote effective communication and performance-oriented cultural concept, according to local conditions to use performance appraisal tools. Under the condition of homogenization of products and little difference in service, the key to maximize the potential of employees and improve the present situation of performance appraisal of state-owned commercial banks is to reshape the corporate culture of banks. In particular, bank leaders and human resources managers should take the lead in renewing their concepts, establishing market awareness, benefit awareness and scientific performance management concepts, using performance appraisal tools and methods that suit the current situation of banks, and defining business objectives. Reasonably determine and decompose the key performance indicators, through the performance plan, performance guidance, performance appraisal and performance results application of complete performance management process, commercial bank employees performance appraisal work in sequence, The real leverage of performance appraisal is to improve the overall performance of employees, so as to maintain or steadily improve the competitive position of commercial banks in the market. It provides the reference of working practice and theoretical research for state-owned commercial banks and human resource theory researchers in the transition period.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F832.33
本文編號(hào)：2233817
[Abstract]:By analyzing the present situation of P bank performance appraisal, this paper studies the countermeasures of improving P bank performance appraisal, and reveals the restriction and influence of the backward cultural idea of state-owned commercial bank on employee performance appraisal. And the abuse of blind use of modern performance appraisal tools. To help P Bank to improve the quality of performance work, to inspire the bank responsible, human resources workers to improve the level of understanding and attention to employee performance appraisal; At the same time, human resource theory researchers pay more attention to and study the impact of corporate culture on performance appraisal, the environment and conditions for the use of assessment tools. In order to effectively help enterprises and individuals to fully understand the theory of performance appraisal, scientific use of performance appraisal tools, effective performance appraisal of employees. Therefore, the author has conducted in-depth research and interviews with Bank P, interviewed a total of 30 middle-level cadres and 5 members of the leading group of the Bank of P in the front desk, central Taiwan and backstage, and consulted the data of the performance appraisal of the Bank of P in the past four years. Read a large number of theoretical books and literature on employee performance appraisal and human resource management, analyze and study the successful cases of Lenovo, Huawei and other well-known enterprises in employee performance appraisal, and analyze the design of P bank performance appraisal index. The implementation of the assessment process, the results of the assessment of the use of the three main aspects of employee performance appraisal problems and causes, to clarify the role of corporate culture in the performance appraisal of the soul role, scientific use of performance appraisal tools, the need for scientific use of performance appraisal tools, As well as the cultural concept of the enterprise leaders and human resource workers, the important influence of human resources professional ability on employee performance evaluation and so on. To promote effective communication and performance-oriented cultural concept, according to local conditions to use performance appraisal tools. Under the condition of homogenization of products and little difference in service, the key to maximize the potential of employees and improve the present situation of performance appraisal of state-owned commercial banks is to reshape the corporate culture of banks. In particular, bank leaders and human resources managers should take the lead in renewing their concepts, establishing market awareness, benefit awareness and scientific performance management concepts, using performance appraisal tools and methods that suit the current situation of banks, and defining business objectives. Reasonably determine and decompose the key performance indicators, through the performance plan, performance guidance, performance appraisal and performance results application of complete performance management process, commercial bank employees performance appraisal work in sequence, The real leverage of performance appraisal is to improve the overall performance of employees, so as to maintain or steadily improve the competitive position of commercial banks in the market. It provides the reference of working practice and theoretical research for state-owned commercial banks and human resource theory researchers in the transition period.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類(lèi)號(hào)】：F272.92;F832.33
【參考文獻(xiàn)】
相關(guān)期刊論文 前1條
1 付百航;;“目標(biāo)”與“方法”——績(jī)效管理體系設(shè)計(jì)的誤區(qū)[J];科技智囊;2008年10期
本文編號(hào)：2233817
本文鏈接：http://sikaile.net/guanlilunwen/bankxd/2233817.html
最近更新
教材專(zhuān)著
