ZCGD銀行員工績(jī)效考核體系優(yōu)化研究
發(fā)布時(shí)間：2019-04-30 15:07
【摘要】：隨著我國(guó)市場(chǎng)經(jīng)濟(jì)改革的深入發(fā)展,金融體制改革也在不斷深化,金融環(huán)境日趨復(fù)雜多變,對(duì)于ZCGD銀行來(lái)說(shuō),同行業(yè)競(jìng)爭(zhēng)日益激烈,前有五大國(guó)有商業(yè)銀行和外資銀行的堵截,后有ZC地區(qū)農(nóng)村商業(yè)銀行的圍追,以ZCGD銀行為代表的股份銀行不僅要圖生存,而且要謀發(fā)展。為此,ZCGD銀行必須清醒的認(rèn)識(shí)到自身的優(yōu)勢(shì)和不足,根據(jù)目前形勢(shì)制定出適合自身的發(fā)展戰(zhàn)略,并將發(fā)展戰(zhàn)略落實(shí)到具體的行動(dòng)目標(biāo)中,這就對(duì)ZCGD銀行的績(jī)效考核體系提出了較高的要求。本人通過(guò)在ZCGD銀行工作,對(duì)其人力資源管理尤其是員工績(jī)效考核,有一定的認(rèn)識(shí),因此本人結(jié)合在校期間所學(xué)的相關(guān)理論知識(shí),在導(dǎo)師指導(dǎo)下,以文獻(xiàn)研究、調(diào)查研究、層次分析法等方法,對(duì)ZCGD銀行績(jī)效考核的現(xiàn)狀進(jìn)行深入研究,為其構(gòu)建科學(xué)的員工績(jī)效考核體系,保障銀行長(zhǎng)遠(yuǎn)發(fā)展。根劇本文研究需要,文章一共分為六個(gè)主要部分:第一部分是引言,主要對(duì)本文研究的背景和意義,研究的目的和研究方法以及研究的技術(shù)路線(xiàn)和本文研究的創(chuàng)新點(diǎn)進(jìn)行了深入研究,對(duì)相關(guān)文獻(xiàn)進(jìn)行了綜述,為論文寫(xiě)作提供了寫(xiě)作基礎(chǔ)。第二部分是相關(guān)理論基礎(chǔ),本章對(duì)績(jī)效及績(jī)效考核理論,主要績(jī)效考核方法以及國(guó)內(nèi)外研究文獻(xiàn)進(jìn)行了深入研究,以期為本文研究奠定理論基礎(chǔ)。第三部分是ZCGD銀行員工績(jī)效考核現(xiàn)狀分析,主要ZCGD銀行的概況、績(jī)效考核的現(xiàn)狀,以及績(jī)效考核存在的問(wèn)題及原因進(jìn)行分析,從而為下文績(jī)效考核體系的構(gòu)建提供現(xiàn)實(shí)依據(jù)。第四部分是ZCGD中針對(duì)工作人員的績(jī)效考核系統(tǒng)優(yōu)化。首先對(duì)建立績(jī)效考核系統(tǒng)所想要達(dá)到的目標(biāo)和遵循的原則進(jìn)行了明晰,然后利用平衡計(jì)分卡法關(guān)于績(jī)效考核標(biāo)準(zhǔn)的4個(gè)角度,再提取其中的KPI,在此基礎(chǔ)上確定了具體的績(jī)效考核指標(biāo),而后利用層次分析法,確定了具體指標(biāo)的權(quán)重,并確定了考核的周期和對(duì)象,從而為其建立起了員工的績(jī)效考核體系。第五部分是ZCGD銀行員工績(jī)效考核體系的應(yīng)用與保障,一方面確定了考核結(jié)果對(duì)于員工薪資調(diào)整、職業(yè)生涯規(guī)劃、職務(wù)調(diào)整的應(yīng)用。另一方面,確定了加強(qiáng)績(jī)效考核組織領(lǐng)導(dǎo)、做好績(jī)效考核相關(guān)保障、加強(qiáng)績(jī)效考核知識(shí)培訓(xùn)、強(qiáng)化考核結(jié)果溝通反饋、合理應(yīng)用績(jī)效考核結(jié)果等幾個(gè)方面的保障措施,保障其順利實(shí)施。第六部分是本文的結(jié)論與不足之處。
[Abstract]:With the deepening development of China's market economy reform, the reform of the financial system is deepening, and the financial environment is becoming more and more complex and changeable. For ZCGD banks, competition in the same industry is increasingly fierce, and there were five major state-owned commercial banks and foreign banks blocking before. After the encirclement of rural commercial banks in ZC area, the stock banks represented by ZCGD banks not only want to survive, but also seek development. For this reason, ZCGD Bank must be aware of its own advantages and disadvantages, formulate a suitable development strategy according to the current situation, and implement the development strategy into specific action objectives. This puts forward a higher requirement to the performance appraisal system of ZCGD bank. Through working in ZCGD Bank, I have a certain understanding of its human resources management, especially its staff performance appraisal. Therefore, combining with the relevant theoretical knowledge I have learned during the school, under the guidance of my mentor, I have conducted literature research, investigated and studied, In order to ensure the long-term development of the bank, this paper makes a deep research on the present situation of the performance appraisal of the ZCGD bank by means of analytic hierarchy process (AHP), and constructs a scientific staff performance appraisal system for the bank. The paper is divided into six main parts: the first part is the introduction, mainly to the background and significance of this study. The purpose and method of the research, the technical route of the research and the innovation of this paper are deeply studied, and the related literatures are reviewed, which provides the basis for the writing of the thesis. The second part is related theoretical foundation, this chapter has carried on the in-depth research to the performance and the performance appraisal theory, the main performance appraisal method and the domestic and foreign research literature, in order to lay the theoretical foundation for this research. The third part is the analysis of the current situation of the ZCGD bank staff performance appraisal, the general situation of the main ZCGD banks, the status quo of the performance appraisal, as well as the existing problems and the reasons of the performance appraisal, so as to provide a realistic basis for the construction of the following performance appraisal system. The fourth part is the optimization of performance appraisal system for staff in ZCGD. This paper firstly clarifies the goal and principle of establishing the performance appraisal system, and then extracts the KPI, from the four angles of the balanced scorecard method about the performance appraisal standard. On this basis, the concrete performance appraisal index is determined, and then the weight of the specific index is determined by the analytic hierarchy process (AHP), and the period and object of the assessment are determined, thus the staff performance appraisal system is established for it. The fifth part is the application and guarantee of the ZCGD bank employee performance appraisal system, on the one hand, it determines the application of the appraisal result to the employee salary adjustment, the career planning, the job adjustment. On the other hand, the measures to strengthen the organizational leadership of performance appraisal, to ensure the related guarantee of performance appraisal, to strengthen the training of knowledge of performance appraisal, to strengthen the communication and feedback of evaluation results, and to apply the results of performance appraisal reasonably, etc. To ensure its smooth implementation. The sixth part is the conclusion and deficiency of this paper.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92;F832.33
本文編號(hào)：2468840
[Abstract]:With the deepening development of China's market economy reform, the reform of the financial system is deepening, and the financial environment is becoming more and more complex and changeable. For ZCGD banks, competition in the same industry is increasingly fierce, and there were five major state-owned commercial banks and foreign banks blocking before. After the encirclement of rural commercial banks in ZC area, the stock banks represented by ZCGD banks not only want to survive, but also seek development. For this reason, ZCGD Bank must be aware of its own advantages and disadvantages, formulate a suitable development strategy according to the current situation, and implement the development strategy into specific action objectives. This puts forward a higher requirement to the performance appraisal system of ZCGD bank. Through working in ZCGD Bank, I have a certain understanding of its human resources management, especially its staff performance appraisal. Therefore, combining with the relevant theoretical knowledge I have learned during the school, under the guidance of my mentor, I have conducted literature research, investigated and studied, In order to ensure the long-term development of the bank, this paper makes a deep research on the present situation of the performance appraisal of the ZCGD bank by means of analytic hierarchy process (AHP), and constructs a scientific staff performance appraisal system for the bank. The paper is divided into six main parts: the first part is the introduction, mainly to the background and significance of this study. The purpose and method of the research, the technical route of the research and the innovation of this paper are deeply studied, and the related literatures are reviewed, which provides the basis for the writing of the thesis. The second part is related theoretical foundation, this chapter has carried on the in-depth research to the performance and the performance appraisal theory, the main performance appraisal method and the domestic and foreign research literature, in order to lay the theoretical foundation for this research. The third part is the analysis of the current situation of the ZCGD bank staff performance appraisal, the general situation of the main ZCGD banks, the status quo of the performance appraisal, as well as the existing problems and the reasons of the performance appraisal, so as to provide a realistic basis for the construction of the following performance appraisal system. The fourth part is the optimization of performance appraisal system for staff in ZCGD. This paper firstly clarifies the goal and principle of establishing the performance appraisal system, and then extracts the KPI, from the four angles of the balanced scorecard method about the performance appraisal standard. On this basis, the concrete performance appraisal index is determined, and then the weight of the specific index is determined by the analytic hierarchy process (AHP), and the period and object of the assessment are determined, thus the staff performance appraisal system is established for it. The fifth part is the application and guarantee of the ZCGD bank employee performance appraisal system, on the one hand, it determines the application of the appraisal result to the employee salary adjustment, the career planning, the job adjustment. On the other hand, the measures to strengthen the organizational leadership of performance appraisal, to ensure the related guarantee of performance appraisal, to strengthen the training of knowledge of performance appraisal, to strengthen the communication and feedback of evaluation results, and to apply the results of performance appraisal reasonably, etc. To ensure its smooth implementation. The sixth part is the conclusion and deficiency of this paper.
【學(xué)位授予單位】：山東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F272.92;F832.33
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