發(fā)布時(shí)間：2018-03-02 21:19

  本文選題：昆侖銀行烏魯木齊分行　切入點(diǎn)：績效考核體系　出處：《西南石油大學(xué)》2017年碩士論文　論文類型：學(xué)位論文

【摘要】：伴隨著中國經(jīng)濟(jì)的一路增長,我國銀行業(yè)也不斷蓬勃發(fā)展。在當(dāng)今社會(huì)經(jīng)濟(jì)中,任何經(jīng)濟(jì)活動(dòng)幾乎都離不開銀行業(yè)的支撐,而同時(shí)經(jīng)濟(jì)的發(fā)展也促進(jìn)了銀行業(yè)的發(fā)展。昆侖銀行從一家小型城市商業(yè)銀行轉(zhuǎn)變?yōu)榇笮蛥^(qū)域商業(yè)銀行,同樣也面臨著越來越大的市場(chǎng)競爭壓力,出現(xiàn)盈利能力下降,業(yè)務(wù)增長開始放緩,中間業(yè)務(wù)發(fā)展滯后。同時(shí)在績效管理和統(tǒng)籌工作上也存在缺失,績效導(dǎo)向和管理工作在部門之間還有薄弱之處,相關(guān)經(jīng)營管理的工作難以發(fā)揮有效的牽引作用。這就需要我們認(rèn)真分析了存在的問題,找出適合昆侖銀行烏魯木齊分行特點(diǎn)的績效考核體系優(yōu)化解決方案。本文以昆侖銀行烏魯木齊分行為例,在績效考核相關(guān)理論的指導(dǎo)下,對(duì)分行的機(jī)構(gòu)設(shè)置、人員構(gòu)成、年齡結(jié)構(gòu)以及文化程度等做了充分地調(diào)查研究的基礎(chǔ)上,研究其實(shí)施過程中出現(xiàn)的問題,分析問題形成的原因,尋找解決方法,并對(duì)其進(jìn)行優(yōu)化和完善,從而得出一套適合烏魯木齊分行實(shí)際情況的績效考核體系。通過對(duì)昆侖銀行烏魯木齊分行現(xiàn)行績效考核體系的研究,選用了平衡計(jì)分卡和關(guān)鍵績效指標(biāo)法,對(duì)績效考核體系進(jìn)行了優(yōu)化方案的設(shè)計(jì),部門考核按照平衡計(jì)分卡基本原理,突出部門職責(zé)落實(shí),員工考核突出崗位職責(zé)落實(shí)、工作表現(xiàn)和業(yè)績成果,把員工的個(gè)人利益和企業(yè)發(fā)展聯(lián)系起來,激發(fā)銀行員工的主動(dòng)性,提升分行績效管理水平和競爭能力。另外,本文還從績效考核方法、績效考核結(jié)果的溝通與反饋、實(shí)際應(yīng)用等方面進(jìn)行了闡述和研究,使績效考核真正起到激發(fā)員工工作熱情、提升企業(yè)管理水平的作用。最后,本文還從企業(yè)文化、制度完善、人員配置等層面提出了保證績效考核優(yōu)化方案成功實(shí)施的保障措施,這些保障措施將有力地促進(jìn)績效考核體系優(yōu)化方案的持續(xù)改進(jìn),有助于昆侖銀行烏魯木齊分行提高自身績效管理水平和企業(yè)管理水平。本文以昆侖銀行烏魯木齊分行為例,對(duì)績效考核體系進(jìn)行分析和研究,對(duì)于其他城市商業(yè)銀行也有一定的借鑒作用,希望能對(duì)整個(gè)城市商業(yè)銀行的績效管理和企業(yè)管理提供參考。
[Abstract]:With a Chinese economic growth, China's banking industry will continue to flourish. In today's society economy, almost all economic activities cannot do without the support of the banking industry, while the development of economy but also promote the development of the banking industry. The Bank of Kunlun from a small city commercial bank is a large commercial area the bank is also facing the pressure of market competition is more and more big, appear declining profitability, business growth began to slow, lagging behind the development of intermediate business. At the same time in the performance management and co-ordination is also lacking, performance oriented and management work between departments and the weakness of the relevant management work is difficult to play the effective role of traction this. We need to analyze existing problems, find solutions to optimize the performance appraisal system for the Bank of Kunlun Urumqi branch. Based on the characteristics of Kunlun Silver Bank of China Urumqi branch as an example, the related theory in the performance evaluation under the guidance of the branch institutions settings, personnel structure, age structure and educational level did fully based on investigation and research in the implementation of the problems, analysis of the reasons for the formation, look for a solution, and the optimize and improve, so as to get a suitable for the Urumqi branch of the actual situation of the performance appraisal system. Through the research of the current performance appraisal system of Kunlun branch of Bank of Urumqi, the Balanced Scorecard and key performance index method, the performance assessment system of the optimized design, the Department Assessment in accordance with the Balanced Scorecard Principle, outstanding the implementation of departmental responsibilities, staff appraisal outstanding post responsibility, work performance and achievements, personal interests and business development staff contact to stimulate bank The initiative of the staff, improve bank performance management level and competition ability. In addition, this article also from the performance appraisal method, performance appraisal communication and feedback, expounds the actual research and application, the performance appraisal plays really stimulate the enthusiasm of the staff, improve the management level of enterprises. Finally, this paper also from the enterprise culture, system improvement, staffing level proposed safeguards to ensure the successful implementation of the optimization scheme of performance appraisal, these security measures will effectively promote the continuous improvement of the optimization scheme of the performance assessment system, help Kunlun bank Urumqi branch to improve their management level and the management level of the enterprise. This paper takes Kunlun as the Bank of China Urumqi branch for example, the analysis and research of the performance appraisal system, it also has certain reference for other city commercial banks, in hopes of the whole city It provides a reference for the performance management and enterprise management of commercial banks.

【學(xué)位授予單位】：西南石油大學(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

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張偉強(qiáng);;績效考核指標(biāo)的有效設(shè)定及實(shí)施策略[J];科學(xué)管理研究;2009年05期

2 劉秋萍;;現(xiàn)代企業(yè)績效考核現(xiàn)狀及有效措施分析[J];勞動(dòng)保障世界;2008年07期

3 卓晨陽;;試論績效考核在我國企業(yè)中的運(yùn)用[J];福建輕紡;2008年07期

4 鄭衛(wèi)武;;淺談企業(yè)員工績效考核[J];科技資訊;2008年01期

5 張春燕;;商業(yè)銀行績效考核評(píng)價(jià)指標(biāo)體系研究[J];新金融;2007年09期

6 喬云霞;;我國股份制商業(yè)銀行核心競爭力的評(píng)價(jià)與分析[J];當(dāng)代經(jīng)濟(jì)科學(xué);2006年03期

7 葉春明,孫薇,宇海英;以平衡計(jì)分卡為基礎(chǔ)構(gòu)建商業(yè)銀行業(yè)績?cè)u(píng)價(jià)的非財(cái)務(wù)指標(biāo)[J];金融論壇;2004年01期

8 劉葵陽,張曉東,馬永開;業(yè)績?cè)u(píng)價(jià)指標(biāo)EVA、MVA及其理論基礎(chǔ)[J];軟科學(xué);2003年04期

9 關(guān)新紅;構(gòu)建合理的商業(yè)銀行績效評(píng)價(jià)體系[J];中央財(cái)經(jīng)大學(xué)學(xué)報(bào);2003年07期

10 曹軍;商業(yè)銀行經(jīng)營評(píng)價(jià)指標(biāo)體系設(shè)計(jì)與研究[J];廣西金融研究;2001年03期

相關(guān)碩士學(xué)位論文 前1條

1 張宏;我國商業(yè)銀行績效評(píng)價(jià)體系研究[D];上海海事大學(xué);2007年

，

本文編號(hào)：1558088