本文選題：中行 + 膠南支行�。� 參考：《蘭州理工大學(xué)》2017年碩士論文

【摘要】：商業(yè)銀行之間競(jìng)爭(zhēng)日趨激烈,越來越多的銀行認(rèn)識(shí)到,只有充分發(fā)掘人力資源的作用,打造可持續(xù)發(fā)展的源動(dòng)力,才能在殘酷的市場(chǎng)競(jìng)爭(zhēng)中立于不敗之地。在這種形勢(shì)下,為充分發(fā)掘員工潛能,并將其轉(zhuǎn)化為企業(yè)戰(zhàn)略優(yōu)勢(shì),績(jī)效管理逐漸成為銀行經(jīng)營(yíng)管理的有效手段和基礎(chǔ)保障,其重要性日益凸現(xiàn)。本文旨在通過對(duì)中行膠南支行員工績(jī)效管理的現(xiàn)實(shí)狀況進(jìn)行深入地分析和研究,發(fā)現(xiàn)并找出該行在員工績(jī)效管理工作中存在的問題,進(jìn)而提出解決措施與優(yōu)化方案,從而有效改善該行的員工績(jī)效管理工作,充分激發(fā)員工工作的積極性和主動(dòng)性,促進(jìn)銀行經(jīng)營(yíng)管理目標(biāo)的實(shí)現(xiàn)。本文首先介紹了國(guó)內(nèi)外學(xué)者關(guān)于績(jī)效管理理論的研究現(xiàn)狀和基礎(chǔ)知識(shí);然后,通過調(diào)查研究法對(duì)中行膠南支行人力資源狀況和員工績(jī)效管理的現(xiàn)狀進(jìn)行了深入分析,找出了該行目前在員工績(jī)效管理工作中存在的突出問題;最后,在做好員工考核序列分類、績(jī)效指標(biāo)及權(quán)重設(shè)定等準(zhǔn)備工作的基礎(chǔ)上,從績(jī)效目標(biāo)與計(jì)劃、績(jī)效輔導(dǎo)與溝通、績(jī)效考核與反饋、績(jī)效結(jié)果與運(yùn)用等四個(gè)環(huán)節(jié)入手,綜合運(yùn)用目標(biāo)管理法、關(guān)鍵績(jī)效指標(biāo)法、平衡計(jì)分卡法、360度反饋評(píng)價(jià)法等多種績(jī)效管理方法的優(yōu)點(diǎn),對(duì)該行員工績(jī)效管理體系進(jìn)行了優(yōu)化;并重點(diǎn)對(duì)如何結(jié)合員工崗位特點(diǎn)及核心職能、合理確定員工績(jī)效指標(biāo)及目標(biāo)計(jì)劃,實(shí)施多樣化、差異化的員工績(jī)效考核方法,采取形式多樣的績(jī)效輔導(dǎo)與溝通,加強(qiáng)對(duì)員工績(jī)效考核結(jié)果的多元化運(yùn)用,建立更加科學(xué)合理、清晰有效的員工績(jī)效管理體系等內(nèi)容進(jìn)行了詳細(xì)闡述。
[Abstract]:The competition between commercial banks is becoming more and more fierce. More and more banks realize that only by fully exploring the role of human resources and creating the source of sustainable development can they be invincible in the cruel market competition. In this situation, in order to fully explore the potential of employees and turn it into strategic advantages of enterprises, performance management has gradually become an effective means and basic protection of bank management, and its importance is becoming increasingly prominent. The purpose of this paper is to analyze and study the actual situation of employee performance management in Jiaonan Branch of Bank of China, find out the problems existing in the performance management of the Bank of China, and then put forward the solution and optimization scheme. In order to effectively improve the performance management of the bank, fully stimulate the enthusiasm and initiative of the staff, and promote the realization of the objectives of bank management. This paper first introduces the research status and basic knowledge of the theory of performance management at home and abroad, and then, through the investigation and research method, analyzes the current situation of human resources and employee performance management in Jiaonan Branch of Bank of China. Finally, on the basis of the preparation work of employee appraisal sequence classification, performance index and weight setting, from the performance goal and plan, performance guidance and communication, the paper finds out the outstanding problems existing in the staff performance management work of the bank at present, and finally, on the basis of the preparation work of the employee appraisal sequence classification, the performance index and the weight setting, etc. Performance evaluation and feedback, performance results and application of the four links, comprehensive use of objective management method, key performance indicators method, balanced scorecard method and 360 degree feedback evaluation of the advantages of performance management methods. This paper optimizes the performance management system of the bank, and focuses on how to reasonably determine the employee performance index and target plan, and how to carry out the diversified and differentiated employee performance appraisal method, combining with the staff post characteristics and core functions, and how to reasonably determine the employee performance index and target plan. Taking various forms of performance guidance and communication, strengthening the diversified application of employee performance appraisal results, establishing a more scientific, reasonable, clear and effective employee performance management system and other contents are elaborated in detail.
【學(xué)位授予單位】：蘭州理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F272.92;F832.33

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本文編號(hào)：2024098