本文選題：平衡計(jì)分卡 + 績(jī)效管理體系��； 參考：《西安建筑科技大學(xué)》2017年碩士論文

【摘要】：在金融改革持續(xù)進(jìn)行以及市場(chǎng)競(jìng)爭(zhēng)愈發(fā)激烈的背景下,我國商業(yè)銀行開始轉(zhuǎn)變經(jīng)營模式,著手發(fā)展規(guī)模經(jīng)濟(jì)和產(chǎn)品范圍經(jīng)濟(jì),研發(fā)多種收費(fèi)類產(chǎn)品,開展多種營銷策略以及加強(qiáng)組織等方向發(fā)展。然而,由于各種原因,我國商業(yè)銀行的崗位設(shè)置太過復(fù)雜,無法區(qū)分各崗位核心職責(zé);崗位定編、定級(jí)沒有統(tǒng)一機(jī)制,機(jī)關(guān)管理人員冗雜;同時(shí),在同一個(gè)銀行里存在著多套績(jī)效考核體系,管理機(jī)制不完善,配套措施跟不上,職工缺乏工作績(jī)效意識(shí),管理者與普通職工之間缺乏有效溝通等,導(dǎo)致績(jī)效管理的最終效果無法達(dá)到預(yù)期目標(biāo),甚至差距很大,從而也就發(fā)揮不了對(duì)職工的激勵(lì)作用。因此,在這個(gè)大背景下,我國的商業(yè)銀行必須主動(dòng)對(duì)組織戰(zhàn)略目標(biāo)進(jìn)行調(diào)整,對(duì)績(jī)效管理體系進(jìn)行完善,提高商業(yè)銀行的服務(wù)水平,更加關(guān)注職工的個(gè)人職業(yè)生涯規(guī)劃和發(fā)展;另外,績(jī)效管理體系要更加注重組織發(fā)展戰(zhàn)略,務(wù)必把組織、部門和個(gè)人的績(jī)效聯(lián)系起來,完成組織的戰(zhàn)略目標(biāo),制定績(jī)效考核指標(biāo)需要同時(shí)考慮組織長(zhǎng)遠(yuǎn)和短期利益。通過對(duì)QD農(nóng)商銀行現(xiàn)有績(jī)效管理體系進(jìn)行研究,運(yùn)用相關(guān)理論全面地分析了QD農(nóng)商銀行在績(jī)效管理體系方面的不足,然后從績(jī)效管理目標(biāo)體系、績(jī)效管理過程體系、績(jī)效管理制度體系、績(jī)效管理組織保證體系等方面,優(yōu)化設(shè)計(jì)了QD農(nóng)商銀行的績(jī)效管理體系,并對(duì)該績(jī)效管理體系的應(yīng)用進(jìn)行了說明。最后,提出了完善商業(yè)銀行績(jī)效管理體系的對(duì)策與建議。
[Abstract]:In the context of the continued financial reform and the increasingly fierce market competition, China's commercial banks have begun to change their business models, develop economies of scale and product scope, develop a variety of toll products, carry out a variety of marketing strategies and strengthen organizations. However, for various reasons, the post of commercial banks in China It is too complicated to distinguish the core responsibilities of various posts; there is no unified mechanism for the post editing and grading, and the administrative staff are miscellaneous. At the same time, there are many sets of performance appraisal systems in the same bank, the management mechanism is not perfect, the supporting measures can not follow, the workers are lack of work performance awareness, and there is a lack of effective ditch between the managers and the ordinary workers. The final effect of performance management can not reach the expected goal, even the gap is very large, so it can not play an incentive to the staff. Therefore, in this big background, China's commercial banks must actively adjust the strategic objectives of the organization, improve the performance management system and improve the service level of commercial banks. More attention is paid to the personal career planning and development of the staff and workers. In addition, the performance management system should pay more attention to the organizational development strategy, be sure to link the organizational, departmental and individual performance, complete the organizational strategic objectives, and make the performance assessment indicators to consider both the long-term and short-term interests of the organization and through the existing achievements of the QD agricultural and commercial bank. The effect management system is studied, and the deficiencies of QD agricultural commercial bank in the performance management system are comprehensively analyzed with related theories. Then, the performance management system of QD agro commercial bank is designed and designed from the aspects of performance management target system, performance management process system, performance management system system, performance management organization guarantee system and so on. The application of the performance management system is explained. Finally, countermeasures and suggestions for improving the performance management system of commercial banks are put forward.

【學(xué)位授予單位】：西安建筑科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

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本文編號(hào)：1849853