本文選題：績效管理 + 績效考評��； 參考：《華中科技大學(xué)》2013年碩士論文

【摘要】：進(jìn)入21世紀(jì)，伴隨著金融改革的浪潮，股份制商業(yè)銀行步入了高速擴(kuò)張快車道。隨著銀行規(guī)模擴(kuò)張井噴式發(fā)展，人力資源的競爭也逐步成為眾多商業(yè)銀行必須面對的一個重大挑戰(zhàn)。 目前金融行業(yè)激烈競爭的市場背景下，可帶來客戶資源的人力資源作為商業(yè)銀行的最無形財(cái)富，也是這一切銀行業(yè)務(wù)發(fā)展的核心動力。隨著銀行網(wǎng)點(diǎn)的擴(kuò)張，銀行金融從業(yè)人員，特別是的銀行的后臺管理人員整體人員素質(zhì)較高，行業(yè)間的流動較以前更頻繁，如何制定行之有效的績效管理辦法是吸引人才和留住人才的重中之重，也是各家銀行人力資源部門必須思考和解決的問題。本文首先從績效管理在企業(yè)人力資源管理中的作用和意義入手，對績效、績效管理、績效管理在銀行中的運(yùn)用等相關(guān)理論的介紹。然后筆者根據(jù)10余年的銀行跨部門的管理工作的經(jīng)驗(yàn)及對CB銀行武漢分行績效考評的理解，，通過局部員工訪談及整體問卷調(diào)查的方式，了解到員工對分行績效管理的認(rèn)知程度及意見建議。結(jié)合績效管理的理論，通過詳盡的分析CB銀行武漢分行績效管理的現(xiàn)實(shí)情況，提出了需改進(jìn)的幾個方面的問題。綜合考慮到分行未來幾年銀行發(fā)展整體戰(zhàn)略對績效管理的需要，運(yùn)用平衡計(jì)分卡這一工具，對CB銀行武漢分行、分行管理部門及管理部門的具體崗位設(shè)置關(guān)鍵績效指標(biāo)，進(jìn)行細(xì)化考核，對績效管理方案提出具體的改進(jìn)建議。此外，將個人績效的考評結(jié)果充分的與崗位調(diào)整、薪酬福利、培訓(xùn)、職業(yè)發(fā)展等綜合配套掛鉤，設(shè)計(jì)出CB銀行武漢分行的績效管理體系，充分發(fā)揮激勵約束作用，有力的調(diào)動員工積極性，以提升企業(yè)的核心競爭力，股份制銀行二級分行下階段更迅速的發(fā)展奠定良好的基礎(chǔ)。
[Abstract]:In the 21 st century, with the tide of financial reform, joint-stock commercial banks have stepped into the fast lane of rapid expansion. With the expansion of the scale of banks, the competition of human resources has gradually become a major challenge that many commercial banks must face. At present, under the background of fierce competition in financial industry, human resources, which can bring customer resources, as the most intangible wealth of commercial banks, are also the core driving force for the development of all banking business. With the expansion of bank outlets, the overall quality of bank financial professionals, especially the backstage managers of banks, is relatively high, and the flow between industries is more frequent than before. How to formulate effective performance management is the most important thing to attract and retain talents, and it is also a problem that human resources departments of banks must think about and solve. This paper begins with the function and significance of performance management in enterprise human resource management, and introduces the related theories of performance, performance management and performance management in banks. Then the author based on more than 10 years of experience in the management of banks across departments and the understanding of the performance evaluation of CB Bank Wuhan Branch, through the interview of local staff and the way of the overall questionnaire survey. Understand the employee's knowledge of branch performance management and advice. Based on the theory of performance management, this paper analyzes the reality of performance management in Wuhan Branch of CB Bank in detail, and puts forward some problems that need to be improved. Considering the needs of the bank development strategy for performance management in the next few years, using the balanced Scorecard, the paper sets key performance indicators for the specific positions of CB Bank Wuhan Branch, branch management department and management department. Carry on the detailed appraisal, put forward the concrete improvement suggestion to the performance management scheme. In addition, the results of personal performance evaluation are fully linked to the post adjustment, salary and welfare, training, career development and other comprehensive matching, designed CB Bank Wuhan Branch performance management system, giving full play to the role of incentives and constraints, In order to improve the core competitiveness of the enterprise, the second-level branch of the joint-stock bank will lay a good foundation for the rapid development of the next stage.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F832.33

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