本文關(guān)鍵詞： 商業(yè)銀行 員工績效考核 關(guān)鍵指標(biāo)考核法 360度考核法　出處：《揚(yáng)州大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來,我國經(jīng)濟(jì)增速放緩,金融業(yè)的全球化進(jìn)程不斷加快,銀行利差收窄,資金“脫媒”加速,互聯(lián)網(wǎng)金融不斷沖擊,金融行業(yè)競(jìng)爭愈發(fā)激烈。工商銀行作為國有四大銀行之一,要想在激烈的市場(chǎng)競(jìng)爭環(huán)境中發(fā)展,需要加強(qiáng)企業(yè)管理。人力資源管理是企業(yè)管理的重要組成部分之一,通過發(fā)揮好人力資源的優(yōu)勢(shì)來獲得競(jìng)爭力成為各家銀行所重視的問題。作為獲取商業(yè)銀行競(jìng)爭優(yōu)勢(shì)的績效管理已經(jīng)被越來越多的商業(yè)銀行所看重。商業(yè)銀行的績效管理體系是一個(gè)有機(jī)的系統(tǒng),績效考核在其中發(fā)揮著十分關(guān)鍵的作用。通過建立有效的員工績效考核體系,可以使銀行充分的發(fā)揮出人力資源方面的優(yōu)勢(shì),為銀行在激烈的競(jìng)爭中的業(yè)務(wù)發(fā)展提供保障。因此,本文以揚(yáng)州工行W支行為研究對(duì)象,結(jié)合自身實(shí)際工作中遇到的問題,對(duì)揚(yáng)州工行W支行員工績效考核體系進(jìn)行研究,提出方案,具有實(shí)踐性和針對(duì)性的指導(dǎo)意義,并對(duì)兄弟行和同業(yè)具有較強(qiáng)的借鑒參考意義。本文在對(duì)企業(yè)員工績效考核文獻(xiàn)進(jìn)行回顧的基礎(chǔ)上,采用歸納與演繹相結(jié)合分析法、定量與定性相結(jié)合分析法、對(duì)比分析法等方法,通過從基本績效、專項(xiàng)獎(jiǎng)勵(lì)績效、業(yè)務(wù)量績效等三方面對(duì)該支行基本情況及考核狀況的分析,發(fā)現(xiàn)了該支行員工績效考核過程中在存在的問題,主要包括基本績效的系數(shù)設(shè)置不靈活,指標(biāo)制定缺乏全面性、長期性、科學(xué)性;專項(xiàng)獎(jiǎng)勵(lì)績效制度繁、扣罰比例不合理;績效結(jié)果反饋不完善;對(duì)上級(jí)行直通式考核的客戶經(jīng)理把控度不足等問題。經(jīng)過分析,筆者采用關(guān)鍵績效指標(biāo)法、360度考核法、PDCA循環(huán)法等理論基礎(chǔ)對(duì)揚(yáng)州工行W支行員工績效考核體系進(jìn)行了改進(jìn),主要體現(xiàn)在對(duì)基本績效系數(shù)修正、指標(biāo)項(xiàng)修正、指標(biāo)值修正;專項(xiàng)獎(jiǎng)勵(lì)績效制度改進(jìn)、獎(jiǎng)罰比例設(shè)置上下限;運(yùn)用PDCA循環(huán)法改進(jìn)績效考核流程;完善績效考核組織體系;運(yùn)用360度考核法對(duì)上級(jí)行直通式考核的客戶經(jīng)理進(jìn)行考核。最后,本文就該支行績效考核體系的實(shí)施中應(yīng)有的組織體系、可能會(huì)遇到的難點(diǎn)及對(duì)策進(jìn)行詳細(xì)闡述和深入分析,為類似性質(zhì)銀行的績效考核體系構(gòu)建提供了一定的參考。
[Abstract]:In recent years, China's economic growth rate has slowed, the globalization of the financial industry has been accelerating, the bank interest rate gap has narrowed, the capital "disintermediation" has been accelerated, and the Internet finance is constantly impacting. As one of the four state-owned banks, ICBC wants to develop in the fierce market competition environment. Human resource management is one of the important parts of enterprise management. It has become an important issue for each bank to gain competitiveness by exerting the advantages of human resources. Performance management as a competitive advantage of commercial banks has been valued by more and more commercial banks. The performance of commercial banks has been valued by more and more commercial banks. The effective management system is an organic system. Performance appraisal plays a key role in it. Through the establishment of an effective employee performance appraisal system, banks can give full play to the advantages of human resources. Therefore, this paper focuses on the research object of Yangzhou Industrial and Commercial Bank of China (Yangzhou Industrial and Commercial Bank of China), combined with the problems encountered in the actual work of Yangzhou Industrial and Commercial Bank of China. This paper studies the performance appraisal system of W branch of Yangzhou Industrial and Commercial Bank of China, and puts forward the plan, which has practical and targeted guiding significance. On the basis of reviewing the literature of employee performance appraisal, this paper adopts the combination of inductive and deductive analysis, quantitative and qualitative analysis. Comparative analysis and other methods, from the basic performance, special reward performance, volume of business performance of the three aspects of the basic situation and evaluation of the analysis. Found the existing problems in the process of employee performance appraisal, including the basic performance of the coefficient set is not flexible, lack of comprehensive indicators, long-term, scientific; The special reward performance system is complicated and the proportion of penalty deduction is unreasonable; The feedback of performance result is not perfect; Through the analysis, the author adopts the key performance index method and 360 degree assessment method. The performance evaluation system of W branch of Yangzhou Industrial and Commercial Bank of China has been improved on the basis of PDCA cycle method, which is mainly reflected in the revision of basic performance coefficient, the revision of index item and the revision of index value. The special reward performance system is improved and the ratio of reward and penalty is set up at the upper and lower limits; Using PDCA cycle method to improve the performance appraisal process; Perfecting the organizational system of performance appraisal; The 360-degree appraisal method is used to assess the customer managers in the direct mode. Finally, this paper discusses the organizational system in the implementation of the performance appraisal system of the branch bank. The difficulties and countermeasures may be discussed and analyzed in detail, which provides a certain reference for the construction of the performance appraisal system of banks of similar nature.
【學(xué)位授予單位】：揚(yáng)州大學(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)：1451102