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  本文選題：中原銀行　切入點：績效考核　出處：《新疆大學(xué)》2017年碩士論文

【摘要】：由于商業(yè)銀行數(shù)量的不斷增加,而金融市場規(guī)模總是有限的,導(dǎo)致金融機構(gòu)之間的競爭日益激烈。金融市場之間的競爭激烈的根源是人才之間的競爭,因此,如何挖掘與利用人力資源,并金融市場中占據(jù)一席之地,是當(dāng)前各商業(yè)銀行所面臨的最現(xiàn)實的問題。人才資源即是是商業(yè)銀行未來發(fā)展的最重要的人才儲備資源之一,人才資源也是提升商業(yè)銀行核心競爭力的重要手段,績效考核是現(xiàn)代的人力資源管理機制中的最為重要的組成部分,而如何最大程度地發(fā)掘人才資源潛力,顯然需要選擇合理的績效考核管理辦法,科學(xué)高效的績效評價體系。從績效考核的內(nèi)涵來看,它是指通過對企業(yè)不同機構(gòu)及部門的員工績效進(jìn)行評定的過程,根據(jù)績效考核的結(jié)果給予員工相應(yīng)的獎勵或懲罰,從而激勵員工不斷提升工作能力,最終帶動企業(yè)整體工作效率的提升,幫助企業(yè)實現(xiàn)發(fā)展,完成企業(yè)目標(biāo)。在此背景下,本文通過人力資源部分網(wǎng)上調(diào)查及根據(jù)對中原銀行分支行領(lǐng)導(dǎo)人員面對面訪談的形式對中原銀行員工績效考核的現(xiàn)狀,從考核指標(biāo)設(shè)計、考核過程控制、考核等級評定、考核結(jié)果使用等方面,對中原銀行當(dāng)前考核體系存在的問題進(jìn)行分析,分析結(jié)果認(rèn)中原銀行作為新合并成立的銀行,總體來說,存在以下幾個方面問題;考核指標(biāo)設(shè)計針對性不強、指標(biāo)設(shè)計缺乏科學(xué)依據(jù)、考核管理制度存在較大弊端、績效考核結(jié)果反饋信息機制不足、基層管理者對績效考核缺乏執(zhí)行力以及考核過程控制不足。因此,本文根據(jù)當(dāng)前中原銀行績效考核方面存在的問題提出優(yōu)化設(shè)計具體原則,績效考核實施具體實施辦法。并且針對不同崗位人員提出應(yīng)該變以往以“績”為主績效考核指標(biāo),優(yōu)化績效考核兼顧個人業(yè)績、品德、能力、勞動紀(jì)律等方面,設(shè)計針對不同崗位人員的具體考核表。提出績效考核管理的持續(xù)保障措施應(yīng)包括;落實組織保障機制、強化過程管理、落實主體責(zé)任保障及績效溝通保障。最后根據(jù)結(jié)論,并對中原銀行優(yōu)化后績效考核提出一些保障措施。
[Abstract]:Due to the increasing number of commercial banks and the limited scale of financial market, the competition among financial institutions is increasingly fierce. The source of the fierce competition among financial markets is the competition between talents. How to excavate and utilize human resources and occupy a place in the financial market is the most realistic problem faced by commercial banks at present. Talent resource is one of the most important talent reserve resources for the future development of commercial banks. Human resources is also an important means to enhance the core competitiveness of commercial banks. Performance appraisal is the most important part of the modern human resources management mechanism, and how to maximize the potential of human resources, Obviously, it is necessary to choose a reasonable management method of performance appraisal and a scientific and efficient performance evaluation system. From the connotation of performance appraisal, it refers to the process of evaluating the performance of employees in different organizations and departments of an enterprise. According to the result of performance appraisal, the employees should be rewarded or punished accordingly, so as to encourage the employees to continuously improve their working ability, ultimately to promote the overall work efficiency of the enterprise, to help the enterprise to achieve its development and to complete the enterprise's goal. This article through the human resources partial on-line investigation and according to the central plain bank branch leader face-to-face interview form to the Central Plains bank staff performance appraisal present situation, from the examination index design, the appraisal process control, the appraisal grade appraisal, This paper analyzes the problems existing in the current appraisal system of the Central Plains Bank in terms of the use of the assessment results, and the results show that the Central Plains Bank, as a newly merged bank, has the following problems as a whole; The design of the assessment index is not targeted, the index design lacks the scientific basis, the evaluation management system has some disadvantages, and the feedback information mechanism of the performance appraisal result is insufficient. The grass-roots managers lack executive power and lack of control over the performance appraisal process. Therefore, according to the problems existing in the performance appraisal of the Central Plains Bank, this paper puts forward the specific principles of optimization design. Implementation of specific measures for performance appraisal. In view of different post personnel, it is proposed that the performance appraisal should be changed from the past to "achievement" as the main performance appraisal index, and the optimization of performance appraisal should take into account aspects such as personal performance, moral character, ability, labor discipline, and so on. Design the concrete appraisal form for different post personnel. Put forward the continuous safeguard measures of performance appraisal management should include: implement organization guarantee mechanism, strengthen process management, implement main body responsibility guarantee and performance communication guarantee. Finally, according to the conclusion, And the Central Plains Bank after the optimization of performance appraisal put forward some safeguard measures.
【學(xué)位授予單位】：新疆大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.33

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