本文選題：農(nóng)商銀行 + 績效管理��； 參考：《青島大學(xué)》2017年碩士論文

【摘要】：近年來,地方性中小型商業(yè)銀行、農(nóng)村商業(yè)銀行、村鎮(zhèn)銀行如雨后春筍大量涌現(xiàn)。商業(yè)銀行之間的競爭,已經(jīng)由增設(shè)網(wǎng)點、機(jī)構(gòu),轉(zhuǎn)向挖掘、爭奪高素質(zhì)的專業(yè)金融人才,拓展先進(jìn)的經(jīng)營理念、優(yōu)質(zhì)的金融服務(wù)等方面。面對激烈的市場競爭,商業(yè)銀行應(yīng)不斷完善經(jīng)營管理理念,建立完備的績效管理體系,唯此才能有效激發(fā)廣大員工的創(chuàng)造力和活力,提升工作積極性和主動性,促進(jìn)業(yè)務(wù)規(guī)模快速發(fā)展。本文結(jié)合企業(yè)績效管理的相關(guān)理論,探討商業(yè)銀行績效管理的基本原則、理論基礎(chǔ)、主要作用、流程及演變過程,并以山東濰坊市農(nóng)商銀行系統(tǒng)為例,總結(jié)其績效管理現(xiàn)狀,分析當(dāng)前面臨的主要問題及其成因,提出完善績效管理的指導(dǎo)方針、總體思路、目標(biāo)、內(nèi)容及保障措施。研究認(rèn)為,濰坊市農(nóng)商銀行系統(tǒng)績效管理存在激勵機(jī)制、績效管理等機(jī)制尚不健全,系統(tǒng)適應(yīng)性、擴(kuò)展性等完善度不夠,制度建設(shè)、員工接受度等推廣應(yīng)用不到位等問題。建議在機(jī)制建設(shè)方面進(jìn)一步明確績效考核的“短期、中期、遠(yuǎn)期”目標(biāo)持續(xù)完善反饋機(jī)制,妥善處理績效考核與績效管理等一系列關(guān)系,合理調(diào)整薪酬分配政策,明確基本原則,進(jìn)一步完善系統(tǒng)建設(shè)和加強(qiáng)推廣應(yīng)用,確保績效管理綜合目標(biāo)的實現(xiàn)。
[Abstract]:In recent years, local small-and-medium-sized commercial banks, rural commercial banks, village banks have sprung up in large numbers. The competition among commercial banks has changed from establishing network and institution to excavating, competing for high-quality professional financial talents, expanding advanced management concept, and quality financial service and so on. In the face of fierce market competition, commercial banks should constantly improve their management concepts and establish a complete performance management system. Only in this way can they effectively stimulate the creativity and vitality of the vast number of employees, and enhance their enthusiasm and initiative in their work. To promote the rapid development of business scale. Combined with the relevant theories of enterprise performance management, this paper discusses the basic principles, theoretical basis, main role, process and evolution process of performance management of commercial banks. Taking the agricultural and commercial bank system of Weifang City in Shandong Province as an example, the paper summarizes the current situation of performance management. This paper analyzes the main problems and their causes, and puts forward the guidelines, general ideas, objectives, contents and guarantee measures for the improvement of performance management. The research shows that there are some problems in the performance management of agricultural and commercial bank in Weifang, such as incentive mechanism, performance management and so on, the system adaptability and expansibility are not enough, the system construction, the staff acceptance and so on are not in place, and so on. In the aspect of mechanism construction, it is suggested that the "short, medium and long term" objectives of performance appraisal should continue to improve the feedback mechanism, properly handle a series of relations between performance appraisal and performance management, and rationally adjust the salary distribution policy. Make clear the basic principles, further perfect the system construction and strengthen the popularization and application to ensure the achievement of the comprehensive goal of performance management.
【學(xué)位授予單位】：青島大學(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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本文編號：1936050