本文選題：績(jī)效管理 + 精細(xì)化管理��； 參考：《江西財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：績(jī)效管理是指為了實(shí)現(xiàn)員工和組織共同發(fā)展的目的,運(yùn)用相關(guān)績(jī)效指標(biāo)和方法對(duì)員工的工作業(yè)績(jī)、態(tài)度和能力等進(jìn)行全面考核及管理的過程。伴隨著我國(guó)商業(yè)銀行的快速發(fā)展,越來(lái)越多的人開始關(guān)注先進(jìn)績(jī)效方法在商業(yè)銀行員工管理工作中的有效應(yīng)用。而網(wǎng)絡(luò)技術(shù)的不斷應(yīng)用,也為新形勢(shì)下商業(yè)銀行的績(jī)效管理工作提供了發(fā)展契機(jī)。這些年來(lái),我國(guó)國(guó)內(nèi)的銀行為了應(yīng)對(duì)國(guó)際金融機(jī)構(gòu)的挑戰(zhàn),推行了總、分、支行的三級(jí)績(jī)效管理,并取得了良好成效。此外,一部分的商業(yè)銀行也將自己的績(jī)效管理工作進(jìn)行精細(xì)化改革,這項(xiàng)工作不僅要結(jié)合經(jīng)濟(jì)發(fā)展和銀行業(yè)轉(zhuǎn)型趨勢(shì),還需合理地制定績(jī)效評(píng)價(jià)的內(nèi)容和指標(biāo),更重要的是圍繞著這些評(píng)價(jià)內(nèi)容和指標(biāo)提出與之匹配的績(jī)效管理政策、制度和舉措。事實(shí)上,我國(guó)的商業(yè)銀行在績(jī)效管理體系的構(gòu)建和完善上付出了大量努力,其目的是為了能跟上發(fā)展的步伐。可是,我國(guó)商業(yè)銀行在追求績(jī)效管理發(fā)展的進(jìn)程中,也不可避免地出現(xiàn)了許多問題。如何有針對(duì)性地解決這些問題并建立持續(xù)合理的商業(yè)銀行發(fā)展模式成為了當(dāng)前商業(yè)銀行績(jī)效管理研究的重點(diǎn)。此外,國(guó)際上對(duì)于績(jī)效管理的研究一直在進(jìn)行,并取得了豐碩的成果,各種先進(jìn)的管理思想和管理技術(shù)不斷被推出。我國(guó)商業(yè)銀行該如何吸收這些養(yǎng)分并落地實(shí)施,來(lái)提高自身的管理效益也成了重中之重。作者從2012年進(jìn)入營(yíng)運(yùn)管理部工作,主要工作內(nèi)容主要分為部門人力資源管理和部門業(yè)務(wù)發(fā)展規(guī)劃兩大部分,在工作的實(shí)踐過程中碰到形形色色的問題是我成長(zhǎng)的土壤,為我累積了豐富的管理和業(yè)務(wù)經(jīng)驗(yàn)。這些親身經(jīng)驗(yàn)有助于作者更好地了解部門員工的工作現(xiàn)狀和工作職責(zé),更好的理解部門的績(jī)效管理模式及其發(fā)展歷程。此外,在MBA學(xué)習(xí)的經(jīng)歷充實(shí)了作者有關(guān)于績(jī)效管理的理論基礎(chǔ)。實(shí)踐經(jīng)驗(yàn)與理論基礎(chǔ)的結(jié)合構(gòu)成了本文的研究基礎(chǔ),并為建行XX分行營(yíng)運(yùn)管理部的績(jī)效管理提出改進(jìn)方案,有著一定的實(shí)際意義。本文以建設(shè)銀行XX分行營(yíng)運(yùn)管理部為例,基于總行渠道與營(yíng)運(yùn)管理部與江西分行的發(fā)展戰(zhàn)略目標(biāo),基于部門業(yè)務(wù)管理和人力資源管理的現(xiàn)狀,設(shè)計(jì)了一套績(jī)效管理體系,同時(shí)通過精細(xì)化管理手段,提升部門及條線整體績(jī)效水平。全文由五大部分組成:第一部分是緒論部分。在這一部分闡述了本文選題背景和選題意義,介紹了本文的研究方法及論文結(jié)構(gòu)。并且探討了這一課題的實(shí)際價(jià)值,希望能夠通過本研究為我國(guó)其他商業(yè)銀行績(jī)效管理的提升和改善提供參考。第二部分主要回顧了現(xiàn)代績(jī)效管理的相關(guān)概念和基本理論。第三部分從現(xiàn)狀出發(fā),分析了XX分行營(yíng)運(yùn)管理部的績(jī)效管理現(xiàn)狀,針對(duì)部門的基本情況、業(yè)務(wù)模式和績(jī)效管理模式進(jìn)行闡述。第四部分是本文的重點(diǎn),在對(duì)該部門績(jī)效管理現(xiàn)狀進(jìn)行分析的基礎(chǔ)上提出了對(duì)該部門的優(yōu)化設(shè)計(jì)方案。第五部分是對(duì)全文的總結(jié)。
[Abstract]:Performance management refers to the process of comprehensive assessment and management of employees' work performance, attitude and ability in order to achieve the common development of employees and organizations. With the rapid development of commercial banks in China, more and more people begin to pay attention to the advanced performance methods in the management of commercial banks. The effective application of the work, and the continuous application of network technology, also provides a development opportunity for the performance management of commercial banks under the new situation. In recent years, in order to cope with the challenges of the international financial institutions, China's domestic banks have carried out the three level performance management of the general, sub and branch, and achieved good results. In addition, a part of the business of commercial banks has achieved good results. The bank also carries out fine reform of its performance management. This work should not only combine economic development and banking industry transformation, but also make a reasonable formulation of the content and indicators of performance evaluation, and more importantly, put forward the performance management policies, systems and measures that match these evaluation contents and indicators. The commercial banks of the country have made great efforts to build and improve the performance management system. The purpose is to keep pace with the pace of development. However, many problems are unavoidable in the process of pursuing the development of performance management in our commercial banks. How to solve these problems and establish a sustainable and reasonable business in a targeted way? The development model of the bank has become the focus of the current research on the performance management of commercial banks. In addition, the research on performance management has been carried out in the world and has achieved fruitful results. All kinds of advanced management ideas and management technologies have been continuously introduced. The management efficiency has also become the top priority. The author entered the operation management department in 2012. The main contents of the work are divided into two parts, the Department of human resources management and the development planning of department business. In the process of practice, the various problems are the soil of my growth, which has accumulated rich management and business experience for me. Some personal experience helps the author better understand the job status and job responsibilities of the Department staff, better understand the performance management model and development process of the Department. In addition, the experience of MBA learning enriches the theoretical basis of the author's performance management. It has certain practical significance for the performance management of the XX branch of the Bank of China. This paper takes the operation management department of the XX branch of the Construction Bank as an example. Based on the development strategy target of the general bank and the Department of operation management and Jiangxi branch, a set of performance management is designed based on the current situation of department business management and human resource management. The full text is composed of five parts: the first part is the introduction part. In this part, the background and significance of this paper are expounded, the research methods and the structure of the paper are introduced, and the practical value of this topic is discussed. This study provides a reference for the improvement and improvement of the performance management of other commercial banks in China. The second part mainly reviews the related concepts and basic theories of modern performance management. The third part analyzes the current situation of the performance management of the XX branch operation management department from the present situation, and aims at the basic situation of the Department, the business model and the performance management. The fourth part is the key point of this paper. On the basis of the analysis of the present situation of the performance management of the Department, the optimization design scheme for the Department is proposed. The fifth part is a summary of the full text.
【學(xué)位授予單位】：江西財(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;F832.33

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