本文選題：農(nóng)村商業(yè)銀行 + 績(jī)效考核體系��； 參考：《吉林財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：近年來,隨著我國(guó)經(jīng)濟(jì)的飛速發(fā)展及全球化進(jìn)程的加快,我國(guó)銀行業(yè)的發(fā)展形勢(shì)發(fā)生了極大轉(zhuǎn)變。面對(duì)日趨復(fù)雜的經(jīng)濟(jì)環(huán)境,商業(yè)銀行不僅需要提高資產(chǎn)負(fù)債等財(cái)務(wù)因素的經(jīng)營(yíng)管理水平,更需要對(duì)公司治理水平、內(nèi)部控制、員工的學(xué)習(xí)成長(zhǎng)等非財(cái)務(wù)因素進(jìn)行管理和優(yōu)化,這就需要銀行建立科學(xué)的績(jī)效管理體系。通過將具體的績(jī)效考核指標(biāo)與商業(yè)銀行發(fā)展戰(zhàn)略相匹配,達(dá)到整合資源、提高經(jīng)營(yíng)管理水平的目的,使得商業(yè)銀行健康發(fā)展。農(nóng)村合作金融機(jī)構(gòu)在我國(guó)己發(fā)展70余年,是我國(guó)金融業(yè)重要的組成部分,特別為支持“三農(nóng)”及縣域經(jīng)濟(jì)發(fā)展做出突出貢獻(xiàn)。隨著我國(guó)經(jīng)濟(jì)的高速發(fā)展,近幾年農(nóng)信社股份制改造已經(jīng)取得較大成效。但是,農(nóng)村商業(yè)銀行快速的經(jīng)營(yíng)發(fā)展與其管理水平薄弱之間的矛盾日趨明顯,大多數(shù)農(nóng)村商業(yè)銀行公司治理結(jié)構(gòu)和內(nèi)部控制機(jī)制并不完善,尤其是對(duì)員工的績(jī)效管理仍處于較低水平,如現(xiàn)行績(jī)效管理體系過分注重考核財(cái)務(wù)指標(biāo),在制定績(jī)效考核指標(biāo)時(shí)未做到與銀行發(fā)展戰(zhàn)略相銜接,繼續(xù)沿用改制前的績(jī)效考核方式�？茖W(xué)合理的績(jī)效考核體現(xiàn)會(huì)促使員工保持積極主動(dòng)的工作態(tài)度,而落后的績(jī)效考核則會(huì)抑制銀行的發(fā)展。本文選取具有代表性的延邊農(nóng)村商業(yè)銀行為研究對(duì)象,通過深入的調(diào)查研究,對(duì)其員工績(jī)效考核現(xiàn)狀與存在的問題進(jìn)行詳細(xì)的分析,使用關(guān)鍵績(jī)效指標(biāo)對(duì)延邊農(nóng)村商業(yè)銀行員工績(jī)效考核方案進(jìn)行優(yōu)化設(shè)計(jì),并提出保障優(yōu)化后的績(jī)效考核體系得以順利實(shí)施的有效措施。使用關(guān)鍵績(jī)效指標(biāo)的理論方法構(gòu)建以發(fā)展戰(zhàn)略為導(dǎo)向的員工績(jī)效考核體系,可以將企業(yè)的戰(zhàn)略目標(biāo)分解到人,明確員工考核的具體標(biāo)準(zhǔn)和依據(jù),能夠有效提高員工的工作熱情。在優(yōu)化延邊農(nóng)村商業(yè)銀行員工績(jī)效考核體系過程中設(shè)置了員工學(xué)習(xí)與成長(zhǎng)等以企業(yè)的戰(zhàn)略為導(dǎo)向的非財(cái)務(wù)指標(biāo),平衡了企業(yè)長(zhǎng)遠(yuǎn)發(fā)展與短期成果的需要。對(duì)不同崗位員工采取不同的考核指標(biāo)可以更準(zhǔn)確的考核員工的工作情況。同時(shí),本文可以為其他同類型的農(nóng)村商業(yè)銀行員工績(jī)效考核相關(guān)研究提供參考。
[Abstract]:In recent years, with the rapid development of China's economy and the acceleration of globalization, the development situation of China's banking industry has changed greatly. Facing the increasingly complex economic environment, commercial banks not only need to improve the management level of financial factors such as assets and liabilities, but also need to manage and optimize non-financial factors such as corporate governance level, internal control, staff learning and growth, etc. This requires banks to establish a scientific performance management system. By matching the specific performance appraisal index with the development strategy of commercial banks, we can achieve the purpose of integrating resources and improving the level of management so as to make the commercial banks develop healthily. Rural cooperative financial institutions have been developing for more than 70 years in China, which is an important part of the financial industry in China, and has made outstanding contributions to supporting the development of "agriculture, countryside and farmers" and county economy. With the rapid development of economy in our country, the reform of the stock-holding system of rural credit cooperatives has made great achievements in recent years. However, the contradiction between the rapid development of rural commercial banks and their weak management level is becoming more and more obvious. The corporate governance structure and internal control mechanism of most rural commercial banks are not perfect. Especially, the performance management of employees is still at a low level. For example, the current performance management system pays too much attention to the evaluation of financial indicators, and fails to link up with the development strategy of banks when formulating performance evaluation indicators. Continue to follow the system before the performance appraisal method. Scientific and reasonable performance appraisal will urge employees to maintain a proactive work attitude, while backward performance appraisal will inhibit the development of banks. This article selects the representative Yanbian rural commercial bank as the research object, through the thorough investigation research, carries on the detailed analysis to its staff performance appraisal present situation and the existence question. This paper uses key performance indicators to optimize the performance appraisal scheme of Yanbian Rural Commercial Bank and puts forward effective measures to ensure the successful implementation of the optimized performance appraisal system. Using the theory method of the key performance index to construct the employee performance appraisal system based on the development strategy can decompose the strategic goal of the enterprise to the person clear the concrete standard and the basis of the employee appraisal and can effectively enhance the work enthusiasm of the staff. In the process of optimizing the performance appraisal system of Yanbian Rural Commercial Bank, we set up non-financial indicators, which are guided by enterprise strategy, such as employee learning and growth, and balance the needs of long-term development and short-term achievement of the enterprise. Take different assessment indicators for different positions can more accurately assess the work situation of employees. At the same time, this paper can provide reference for other similar rural commercial bank employee performance evaluation research.
【學(xué)位授予單位】：吉林財(cái)經(jīng)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;F832.35

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