發(fā)布時(shí)間：2018-09-13 14:58

【摘要】：金融全球化的態(tài)勢(shì)和國(guó)內(nèi)金融體制改革的不斷深入,使得國(guó)內(nèi)銀行業(yè)競(jìng)爭(zhēng)日趨激烈。較之先期股改上市的工商銀行、建設(shè)銀行、中國(guó)銀行,農(nóng)業(yè)銀行的歷史包袱最為沉重,同時(shí)由于長(zhǎng)期在農(nóng)村地區(qū)經(jīng)營(yíng)且承擔(dān)著政策性任務(wù),農(nóng)業(yè)銀行的商業(yè)化運(yùn)作水平較低,內(nèi)部管理基礎(chǔ)相對(duì)薄弱。經(jīng)過多年不懈的努力,2010年農(nóng)業(yè)銀行實(shí)現(xiàn)了A股和H股的同時(shí)上市。農(nóng)業(yè)銀行上市后面臨的最大問題是如何在激烈的市場(chǎng)競(jìng)爭(zhēng)中獲得生存和發(fā)展。按照農(nóng)總行“3510”發(fā)展戰(zhàn)略要求,結(jié)合其他三家大型國(guó)有商業(yè)銀行上市后的經(jīng)驗(yàn),首先進(jìn)行人力資源改革是農(nóng)行打造核心競(jìng)爭(zhēng)力的必然選擇,而績(jī)效管理改革正是人力資源改革的絕對(duì)重心和主要內(nèi)容。 在這樣的研究背景下,本文首先對(duì)績(jī)效管理的相關(guān)概念及國(guó)內(nèi)外績(jī)效管理的研究狀況進(jìn)行了介紹,進(jìn)而依據(jù)績(jī)效管理理論,對(duì)主流的績(jī)效管理方法進(jìn)行了較為詳細(xì)的研究,并對(duì)各自的優(yōu)劣性進(jìn)行了分析。其次,由于N分行是農(nóng)總行確定的人力資源改革試點(diǎn)行,代表了農(nóng)行系統(tǒng)最先進(jìn)的績(jī)效管理水平,所以本文以農(nóng)行N分行作為實(shí)證研究對(duì)象。依據(jù)N分行現(xiàn)行績(jī)效管理制度,輔以對(duì)調(diào)查問卷的統(tǒng)計(jì)分析,本文對(duì)N分行績(jī)效管理現(xiàn)狀進(jìn)行了分析并指出了存在的諸如理念缺失、剛性不足等問題。再次,在指出問題及原因分析的基礎(chǔ)上,本文依據(jù)績(jī)效管理常規(guī)的績(jī)效計(jì)劃、績(jī)效實(shí)施與輔導(dǎo)、績(jī)效評(píng)估、績(jī)效反饋四個(gè)環(huán)節(jié),從N分行、部門及員工三個(gè)層面引入平衡計(jì)分卡的績(jī)效管理方法,對(duì)N分行進(jìn)行了績(jī)效管理改革設(shè)計(jì)。本文著重對(duì)平衡計(jì)分卡在績(jī)效計(jì)劃過程中的應(yīng)用進(jìn)行了論述,強(qiáng)調(diào)了績(jī)效實(shí)施過程中應(yīng)當(dāng)進(jìn)行持續(xù)性的績(jī)效輔導(dǎo)。在對(duì)N分行常規(guī)績(jī)效評(píng)估工作進(jìn)行設(shè)計(jì)的基礎(chǔ)上,基于實(shí)用性考慮,本文在對(duì)員工的績(jī)效評(píng)估方面引入了行為能力指標(biāo)作為對(duì)平衡計(jì)分卡法的補(bǔ)充,力求全面客觀地反映員工的真實(shí)績(jī)效狀況。最后從績(jī)效改進(jìn)、績(jī)效薪酬、資源配置三個(gè)方面闡明了N分行應(yīng)當(dāng)如何充分利用績(jī)效管理的結(jié)果。在完成了對(duì)N分行整體績(jī)效管理改革設(shè)計(jì)的基礎(chǔ)上,本文還對(duì)改革過程中應(yīng)當(dāng)注意的問題進(jìn)行了提示。
[Abstract]:The trend of financial globalization and the deepening reform of the domestic financial system have made the domestic banking industry increasingly competitive. Compared with the Industrial and Commercial Bank, the Construction Bank, the Bank of China and the Agricultural Bank, the historical burden of which is the heaviest. At the same time, because of the long-term operation in rural areas and the policy-oriented task, the Agricultural Bank of China's businessmen have been undertaking. After years of unremitting efforts, the Agricultural Bank of China (ABC) realized the simultaneous listing of A shares and H shares. The biggest problem faced by ABC after listing is how to survive and develop in the fierce market competition. The experience of a large state-owned commercial bank after listing is that human resource reform is the inevitable choice for ABC to build core competitiveness, and performance management reform is the absolute focus and main content of human resource reform.
In this context, this paper first introduces the related concepts of performance management and the research status of performance management at home and abroad, and then according to the performance management theory, the mainstream performance management methods are studied in detail, and their advantages and disadvantages are analyzed. Secondly, because the branch N is determined by the Agricultural General Bank of China. The pilot bank of human resources reform represents the most advanced performance management level of the ABC system, so this paper takes ABC N Branch as an empirical study object. According to the current performance management system of ABC N Branch, supplemented by the statistical analysis of the questionnaire, this paper analyzes the current situation of performance management of ABC N Branch and points out the shortcomings of such ideas. Thirdly, on the basis of pointing out the problems and analyzing the reasons, this paper introduces the performance management method of balanced scorecard from three levels of N branch, department and staff, according to the four links of performance management routine performance plan, performance implementation and guidance, performance evaluation and performance feedback, and carries out the performance management reform of N branch. This paper focuses on the application of the Balanced Scorecard in the process of performance planning and emphasizes that continuous performance counseling should be carried out in the process of performance implementation. As a supplement to the Balanced Scorecard method, the standard tries to reflect the real performance of employees comprehensively and objectively. Finally, it illustrates how N Branch should make full use of the results of performance management from three aspects: performance improvement, performance compensation and resource allocation. Some problems should be noticed in the process.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.33

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