本文選題：農(nóng)村合作銀行　切入點(diǎn)：員工績(jī)效考評(píng)　出處：《安徽財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：金融業(yè)涉及一國(guó)財(cái)政與貨幣的穩(wěn)定與支撐,在一國(guó)國(guó)民經(jīng)濟(jì)產(chǎn)業(yè)發(fā)展序列中處于支柱性地位,中國(guó)作為世界最大的發(fā)展中國(guó)家和世界第二大經(jīng)濟(jì)體,其金融市場(chǎng)具有總量厚、潛力大的特點(diǎn),而在當(dāng)前快速發(fā)展的農(nóng)村金融市場(chǎng)競(jìng)爭(zhēng)中,X縣農(nóng)村合作銀行一直以來(lái)積極踐行科學(xué)、規(guī)范的發(fā)展理念,穩(wěn)定中求進(jìn)取,進(jìn)取中求快速,在日益變化和競(jìng)爭(zhēng)激烈的國(guó)內(nèi)農(nóng)村金融市場(chǎng)競(jìng)爭(zhēng)中獨(dú)樹(shù)一幟,取得了一定的發(fā)展業(yè)績(jī)。但面對(duì)日益變化的發(fā)展環(huán)境和形勢(shì),X縣農(nóng)村合作銀行在發(fā)展步伐和深度上仍然與競(jìng)爭(zhēng)環(huán)境的要求存在一定差距和滯后,對(duì)于新環(huán)境、新形勢(shì)下提出的管理新要求應(yīng)對(duì)上還留有較大的改善空間,這其中內(nèi)部管理環(huán)節(jié)上的績(jī)效考評(píng)管理環(huán)節(jié)存在的問(wèn)題就比較明顯和突出,該行員工績(jī)效考評(píng)體系在內(nèi)容設(shè)計(jì)、流程運(yùn)作等諸多節(jié)點(diǎn)上均存在一定優(yōu)化余地和創(chuàng)新空間,績(jī)效考評(píng)管理對(duì)該行員工的激勵(lì)效用不明顯。此研究聚焦于經(jīng)濟(jì)新常態(tài)下我國(guó)企業(yè)的績(jī)效管理優(yōu)化,選取X縣農(nóng)村合作銀行作為具體的研究案例,首先梳理企業(yè)績(jī)效管理的相關(guān)概念理論以及國(guó)內(nèi)外相關(guān)研究成果;在此基礎(chǔ)上,了解目前X縣農(nóng)村合作銀行在績(jī)效管理方面的現(xiàn)狀和問(wèn)題;接著,結(jié)合X縣農(nóng)村合作銀行績(jī)效管理和戰(zhàn)略目標(biāo)實(shí)際,設(shè)計(jì)出適合X縣農(nóng)村合作銀行的平衡計(jì)分卡系統(tǒng)以及相對(duì)應(yīng)的實(shí)施保障措施,旨在為X縣農(nóng)村合作銀行乃至同類型企業(yè)的績(jī)效管理工作優(yōu)化提供參考和借鑒。通過(guò)引入平衡計(jì)分卡理論,將X縣農(nóng)村合作銀行的整體戰(zhàn)略的選擇進(jìn)一步落實(shí)到具體的戰(zhàn)略目標(biāo)主題,并嵌套進(jìn)入平衡計(jì)分卡的四維象限當(dāng)中,最終將各指標(biāo)與相關(guān)責(zé)任部門部門形成映射,從而形成“平衡四維-評(píng)價(jià)指標(biāo)-指標(biāo)權(quán)重-負(fù)責(zé)部門”四級(jí)對(duì)照的平衡計(jì)分卡系統(tǒng)。此外,本文還進(jìn)一步擴(kuò)大視野,考慮了除績(jī)效考核環(huán)節(jié)以外X縣農(nóng)村合作銀行績(jī)效管理工作中的其他問(wèn)題,從而提出X縣農(nóng)村合作銀行績(jī)效管理優(yōu)化對(duì)策實(shí)施的全面保障措施:(1)成立績(jī)效考核管理委員會(huì)(2)根據(jù)績(jī)效考核體系對(duì)公司管理人員進(jìn)行培訓(xùn)(3)組織考核體系的宣傳工作(4)績(jī)效管理過(guò)程中的實(shí)施與控制(5)持續(xù)、順暢、有效的績(jī)效溝通(6)及時(shí)而精準(zhǔn)的績(jī)效信息反饋。本次研究運(yùn)用的具體研究方法包括文獻(xiàn)資料法、案例分析法、技術(shù)分析法、調(diào)查問(wèn)卷法,研究過(guò)程嚴(yán)謹(jǐn)、規(guī)范、專業(yè),研究結(jié)果科學(xué)、客觀,實(shí)踐性較強(qiáng),對(duì)X縣農(nóng)村銀行員工績(jī)效考評(píng)管理具有較為充分的理論總結(jié)和實(shí)踐指導(dǎo)意義。
[Abstract]:The financial industry involves the stability and support of a country's finance and currency, and it is in a pillar position in the development sequence of a country's national economy. As the largest developing country in the world and the second largest economy in the world, China's financial market has a thick total amount. The characteristics of great potential, and in the current rapid development of rural financial market competition in the X County Rural Cooperative Bank has been active in the practice of science, standardized development concept, stability in the pursuit of enterprising, enterprising and fast, Unique in the increasingly changing and competitive domestic rural financial market competition, However, in the face of the changing development environment and situation, the Rural Cooperative Bank of X County still has a certain gap and lag with the requirements of the competitive environment in terms of the pace and depth of development. In the new situation, there is still much room for improvement in the new management requirements, among which the problems in the performance appraisal management in the internal management link are obvious and prominent, and the performance appraisal system of the staff of the bank is designed in content. There is room for optimization and innovation at many nodes, such as process operation, and the incentive effectiveness of performance appraisal management is not obvious. This research focuses on the performance management optimization of Chinese enterprises under the new normal state of economy. Select X County Rural Cooperative Bank as a specific case, first combing the relevant concept of enterprise performance management theory and domestic and foreign related research results; on this basis, To understand the current situation and problems in performance management of X County Rural Cooperative Bank; then, combining the performance management and strategic objectives of X County Rural Cooperative Bank, The balanced Scorecard system suitable for X County Rural Cooperative Bank and the corresponding implementation safeguard measures are designed. The purpose of this paper is to provide a reference for the optimization of performance management in X County Rural Cooperative Bank and even the same type of enterprises. Through the introduction of balanced scorecard theory, The selection of the overall strategy of the X County Rural Cooperative Bank will be further implemented to the specific strategic objective theme, and nested into the four-dimensional quadrant of the balanced Scorecard, and eventually the indicators will be mapped to the relevant responsible departments. Thus, a balanced scorecard system of "balance four dimensions-evaluation index-index weight-department in charge" is formed. In addition, this paper also further expands the field of vision. Considering the other problems in the performance management of X County Rural Cooperative Bank besides the performance appraisal link, Thus, the paper puts forward the comprehensive safeguard measure of performance management optimization of X County Rural Cooperative Bank: 1) Establishment of performance Appraisal Management Committee (2) training of Company managers according to performance Appraisal system (3) publicity of Organization and Appraisal system. (4) implementation and control in the performance management process is ongoing, The specific research methods used in this study include document method, case analysis method, technical analysis method, questionnaire method, research process rigorous, standard, professional, etc. The research results are scientific, objective and practical, which has a full theoretical summary and practical significance for the performance evaluation management of rural bank employees in X County.
【學(xué)位授予單位】：安徽財(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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本文編號(hào)：1669806