中國農業(yè)銀行N分行績效管理研究
發(fā)布時間：2018-09-13 14:58
【摘要】：金融全球化的態(tài)勢和國內金融體制改革的不斷深入,使得國內銀行業(yè)競爭日趨激烈。較之先期股改上市的工商銀行、建設銀行、中國銀行,農業(yè)銀行的歷史包袱最為沉重,同時由于長期在農村地區(qū)經營且承擔著政策性任務,農業(yè)銀行的商業(yè)化運作水平較低,內部管理基礎相對薄弱。經過多年不懈的努力,2010年農業(yè)銀行實現(xiàn)了A股和H股的同時上市。農業(yè)銀行上市后面臨的最大問題是如何在激烈的市場競爭中獲得生存和發(fā)展。按照農總行“3510”發(fā)展戰(zhàn)略要求,結合其他三家大型國有商業(yè)銀行上市后的經驗,首先進行人力資源改革是農行打造核心競爭力的必然選擇,而績效管理改革正是人力資源改革的絕對重心和主要內容。 在這樣的研究背景下,本文首先對績效管理的相關概念及國內外績效管理的研究狀況進行了介紹,進而依據績效管理理論,對主流的績效管理方法進行了較為詳細的研究,并對各自的優(yōu)劣性進行了分析。其次,由于N分行是農總行確定的人力資源改革試點行,代表了農行系統(tǒng)最先進的績效管理水平,所以本文以農行N分行作為實證研究對象。依據N分行現(xiàn)行績效管理制度,輔以對調查問卷的統(tǒng)計分析,本文對N分行績效管理現(xiàn)狀進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上,本文依據績效管理常規(guī)的績效計劃、績效實施與輔導、績效評估、績效反饋四個環(huán)節(jié),從N分行、部門及員工三個層面引入平衡計分卡的績效管理方法,對N分行進行了績效管理改革設計。本文著重對平衡計分卡在績效計劃過程中的應用進行了論述,強調了績效實施過程中應當進行持續(xù)性的績效輔導。在對N分行常規(guī)績效評估工作進行設計的基礎上,基于實用性考慮,本文在對員工的績效評估方面引入了行為能力指標作為對平衡計分卡法的補充,力求全面客觀地反映員工的真實績效狀況。最后從績效改進、績效薪酬、資源配置三個方面闡明了N分行應當如何充分利用績效管理的結果。在完成了對N分行整體績效管理改革設計的基礎上,本文還對改革過程中應當注意的問題進行了提示。
[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.
【學位授予單位】：南京大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F832.33
本文編號：2241505
[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.
【學位授予單位】：南京大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F832.33
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