本文選題：人力資源　切入點(diǎn)：員工考核方案　出處：《遼寧大學(xué)》2012年碩士論文

【摘要】：近年來,全球經(jīng)濟(jì)迅速發(fā)展,經(jīng)濟(jì)的一體化程度在不斷的加強(qiáng),中國做為全球最大的發(fā)展中的國家,每一個(gè)行業(yè)都面臨著的是巨大的、更大的考驗(yàn)。隨著外資等銀行進(jìn)入國內(nèi),我國的金融行業(yè)更是面臨著巨大的挑戰(zhàn)。因此,中國的金融業(yè)及銀行業(yè)必須不斷的調(diào)整發(fā)展的模式,制定適合自身的發(fā)展、適應(yīng)經(jīng)濟(jì)的環(huán)境的發(fā)展戰(zhàn)略,以適應(yīng)新的政治、經(jīng)濟(jì)等外在形勢。而在發(fā)展的戰(zhàn)略中,人力資源的管理等戰(zhàn)略可以稱為是發(fā)展戰(zhàn)略的核心,也是現(xiàn)代銀行管理的重中之重。 績效考核是現(xiàn)代的人力資源管理機(jī)制中的最為重要的組成部分。這個(gè)理論的核心是通過科學(xué)的有效的評價(jià)各級機(jī)構(gòu)、部門以及員工的績效,并對取得不同的績效的結(jié)果的組織單位和員工給予恰當(dāng)?shù)募?lì),以促進(jìn)組織、部門、員工的績效水平的不斷的提高,從而不斷的、有效的提升企業(yè)的核心競爭能力,進(jìn)而實(shí)現(xiàn)組織的總體的戰(zhàn)略目標(biāo)。它為人力資源的管理的其他環(huán)節(jié)提供了基礎(chǔ)的信息,也為其他的職能的部門的決策提供了參考的依據(jù)。 本文是以中國農(nóng)業(yè)發(fā)展銀行(以下簡稱農(nóng)發(fā)行)Y市支行員工績效考核管理工作作為研究的對象,有針對性的深入分析,扎實(shí)地開展調(diào)研,并與各層次領(lǐng)導(dǎo)、員工等進(jìn)行交流,獲取資料。同時(shí),本文主要運(yùn)用關(guān)鍵績效指標(biāo)(KPI)理論,并結(jié)合平衡計(jì)分卡、360度考核等相關(guān)理論,根據(jù)該農(nóng)發(fā)行支行發(fā)展的目標(biāo)和年度的工作計(jì)劃,有針對性的提出了適合、適應(yīng)該行員工的績效考核方案和各類的指標(biāo)體系。希望通過本方案的設(shè)計(jì),能夠幫助該行更好地完善、完備員工績效考核方案,有效的挖掘內(nèi)部的潛力,完善激勵(lì)約束的機(jī)制,充分地調(diào)動、發(fā)揮員工的積極性,確保該行的業(yè)務(wù)經(jīng)營平穩(wěn)、較快地發(fā)展和保持該行的隊(duì)伍的和諧穩(wěn)定。 論文分為五個(gè)部分,第一部分為緒論。著重分析了本專題研究的背景、目的意義、相關(guān)文獻(xiàn)、內(nèi)容及方法；第二部分是績效考核相關(guān)理論。介紹了績效及績效考核的含義,同時(shí)著重介紹了關(guān)鍵績效指標(biāo)(KPI)理論及其他績效考核理論；第三部分是現(xiàn)狀及問題、問題的成因分析。主要針對農(nóng)發(fā)行Y市支行開展員工績效考核現(xiàn)狀、存在的問題及問題產(chǎn)生的原因進(jìn)行了分析；第四部分是考核方案改進(jìn)。根據(jù)Y市農(nóng)發(fā)行的戰(zhàn)略愿景及戰(zhàn)略目標(biāo)體系,用以KPI為核心的績效考核方案改進(jìn)該行的績效考核體系；第五部分是員工績效考核方案的實(shí)施。著重介紹方案在實(shí)施過程中的措施；最后一部分是結(jié)束語。
[Abstract]:With foreign investment and other banks entering the country, China's financial industry is facing a huge challenge.Therefore, China's financial industry and banking industry must constantly adjust the mode of development, formulate a development strategy suitable for their own development and adapt to the economic environment, in order to adapt to the new external situation such as politics and economy.In the development strategy, human resource management and other strategies can be called the core of the development strategy, but also the most important part of the modern bank management.Performance appraisal is the most important part of modern human resource management mechanism.The core of this theory is to effectively evaluate the performance of all levels of institutions, departments and employees, and give appropriate incentives to organizations and employees who achieve different results, in order to promote the organization, the department,The continuous improvement of employee's performance level, thus continuously, effectively enhances the core competitive ability of the enterprise, and then realizes the overall strategic goal of the organization.It provides basic information for other aspects of human resources management, and also provides a reference for other functional departments to make decisions.This paper takes the performance appraisal and management work of the Agricultural Development Bank of China (hereinafter referred to as "the Agricultural Development Bank") as the object of study, makes a thorough analysis, makes a solid investigation, and communicates with the leaders and employees at all levels.Access to information.At the same time, this paper mainly uses the key performance index (KPI) theory, combined with the balanced scorecard 360 degree assessment and other relevant theories, according to the development goals of the Agricultural Development Bank and the annual work plan, put forward a targeted fit,Adapt to the performance appraisal scheme and all kinds of index system.It is hoped that through the design of this scheme, it can help the bank improve and complete the employee performance appraisal scheme, effectively tap the internal potential, perfect the incentive and restraint mechanism, fully mobilize and give full play to the enthusiasm of the staff.To ensure the smooth operation of the bank, rapid development and maintain the harmony and stability of the bank's team.The paper is divided into five parts, the first part is the introduction.Focus on the background, purpose, significance, relevant literature, content and methods; the second part is the theory of performance appraisal.This paper introduces the meaning of performance and performance appraisal, at the same time introduces the theory of key performance index (KPI) and other theories of performance appraisal. The third part is the present situation and problems, and the causes of the problems.This paper mainly analyzes the status quo of employee performance appraisal of Agricultural Development Bank Y branch, the existing problems and the causes of the problems; the fourth part is the improvement of appraisal scheme.According to the strategic vision and strategic objective system of Agricultural Development Bank of Y City, the performance appraisal system with KPI as the core is improved. The fifth part is the implementation of employee performance appraisal scheme.The last part is the conclusion.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F832.31

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