本文選題：商業(yè)銀行 + 績(jī)效管理　； 參考：《廣東外語外貿(mào)大學(xué)》2017年碩士論文

【摘要】：績(jī)效管理在評(píng)估商業(yè)銀行的目標(biāo)、激勵(lì)管理層和發(fā)展策略等方面扮演重要角色。隨著全球競(jìng)爭(zhēng)的日益激烈和技術(shù)變化的加快,設(shè)計(jì)一套行之有效的績(jī)效管理體系對(duì)于商業(yè)銀行的生存和成功是至關(guān)重要的。而目前我國(guó)大多數(shù)商業(yè)銀行推行的績(jī)效管理體系仍然比較多依靠單一的財(cái)務(wù)指標(biāo)考核體系來進(jìn)行批評(píng),存在不科學(xué)、不合理的地方,有待進(jìn)一步改進(jìn)和完善。因此,建立一套科學(xué)的績(jī)效管理體系對(duì)增強(qiáng)商業(yè)銀行的核心競(jìng)爭(zhēng)力有著十分重要的作用。本文根據(jù)所學(xué)人力資源管理學(xué)理論,采用文獻(xiàn)研究及案例分析相結(jié)合的方法,對(duì)中國(guó)銀行G分行D部門進(jìn)行研究,通過問卷調(diào)查等方式,發(fā)現(xiàn)其存在單純追求利潤(rùn)目標(biāo)、“一把手”定期輪調(diào)影響戰(zhàn)略執(zhí)行、領(lǐng)導(dǎo)者對(duì)績(jī)效管理重視度及認(rèn)識(shí)度不足、考核實(shí)施與戰(zhàn)略目標(biāo)脫節(jié)、績(jī)效管理體系不完善等問題,并使用深入訪談的方式對(duì)上述問題進(jìn)行原因分析,提出了適當(dāng)增加非財(cái)務(wù)指標(biāo)、“一把手”崗位輪調(diào)與績(jī)效管理掛鉤、統(tǒng)一各管理層思想認(rèn)識(shí)、建立績(jī)效管理戰(zhàn)略導(dǎo)向、完善績(jī)效管理體系等五方面的建議,為該行進(jìn)一步完善績(jī)效管理提供了參考。
[Abstract]:Performance management plays an important role in evaluating the objectives of commercial banks, motivating management and development strategies. With the increasingly fierce global competition and the acceleration of technological changes, it is very important to design an effective performance management system for the survival and success of commercial banks. At present, the performance management system implemented by most commercial banks in our country still relies on a single financial index assessment system for criticism. There are unscientific and unreasonable places, which need to be further improved and improved. Therefore, the establishment of a scientific performance management system plays a very important role in enhancing the core competitiveness of commercial banks. According to the theory of human resource management, this paper studies the D department of G branch of Bank of China by using the method of literature research and case analysis, and finds out that there exists a simple pursuit of profit goal by means of questionnaire investigation. The periodic rotation of the first leader affects the implementation of the strategy, the lack of attention and understanding of the performance management by the leaders, the disconnection between the implementation of the appraisal and the strategic objectives, the imperfection of the performance management system, and so on. Using in-depth interviews to analyze the reasons for the above problems, the paper puts forward the appropriate increase of non-financial indicators, the rotation of the "head" post and the performance management, unifies the thinking of the management, and establishes the strategic direction of performance management. The suggestions of perfecting the performance management system provide a reference for the bank to further improve the performance management.
【學(xué)位授予單位】：廣東外語外貿(mào)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)：1857028