中國農(nóng)業(yè)銀行LC市分行績效管理研究
發(fā)布時(shí)間：2019-06-09 21:10
【摘要】：我國經(jīng)濟(jì)社會(huì)又好又快發(fā)展為金融的發(fā)展提供了歷史機(jī)遇,但是金融業(yè)經(jīng)營同質(zhì)化趨勢日益嚴(yán)重又加劇了金融機(jī)構(gòu)的競爭程度。作為服務(wù)農(nóng)村金融的主力軍中國農(nóng)業(yè)銀行,雖然在農(nóng)村市場競爭有一定的優(yōu)勢,但是在城區(qū)市場的競爭處于劣勢地位,并且績效管理的引入時(shí)間相對較晚,運(yùn)用效果相對較差。因此,在目前如此嚴(yán)峻形勢下,亟需中國農(nóng)業(yè)銀行找出績效管理運(yùn)作中存在問題,并重新進(jìn)行梳理,充分發(fā)揮績效管理的作用,激活各種有效資源的活力,進(jìn)一步提升企業(yè)競爭力,使企業(yè)立于不敗之地。 本文以中國農(nóng)業(yè)銀行LC市分行為例,首先通過采用文獻(xiàn)研究、實(shí)證研究、比較分析法、定性分析與定量分析相結(jié)合等方法,圍繞績效管理設(shè)計(jì)出一份包含對績效管理整體評(píng)價(jià)、對績效考核存在問題等多方面內(nèi)容的調(diào)查問卷,并對中國農(nóng)業(yè)銀行LC市分行130名員工做了匿名問卷調(diào)查。同時(shí),通過問卷分析、召開座談會(huì)、個(gè)別談話等方式,從感性和理性兩方面綜合考慮,找出目前中國農(nóng)業(yè)銀行LC市分行存在的問題及原因。 其次,本文從對中國農(nóng)業(yè)銀行LC市分行從工作分析、目標(biāo)體系等方面著手,按照績效管理方案設(shè)計(jì)原則、績效考核指標(biāo)體系設(shè)計(jì)、績效考核實(shí)施流程設(shè)計(jì)等流程層層遞進(jìn),將整個(gè)中國農(nóng)業(yè)銀行LC市分行的績效管理方案設(shè)計(jì)出來。在這個(gè)過程中有幾個(gè)亮點(diǎn),一是設(shè)計(jì)支行高層管理者的考核方法,在充分借鑒傳統(tǒng)四維平衡計(jì)分卡的基礎(chǔ)上,引入風(fēng)險(xiǎn)管理這一維度,形成五維度中國農(nóng)業(yè)銀行LC市分行平衡計(jì)分卡；二是在設(shè)計(jì)指標(biāo)權(quán)重時(shí),創(chuàng)新采取“定性分析和定量分析”相結(jié)合的方法,借助“層次分析法”、“模糊綜合評(píng)級(jí)法”等技術(shù)理念,對關(guān)鍵績效考核指標(biāo)建立起層次模型,確保了指標(biāo)權(quán)重的合理性；三是針對中國農(nóng)業(yè)銀行LC市分行內(nèi)設(shè)機(jī)構(gòu)的客觀實(shí)際,忽視具體工作差異性,提煉形成內(nèi)部管理、工作規(guī)劃、工作組織、工作創(chuàng)新、工作聯(lián)系五個(gè)考核維度,為考核過程更加公平合理奠定了基礎(chǔ)。 再次,本文通過制定合理的考核組織體系、考核流程、考核辦法,為績效考核順利實(shí)施提供了保障。同時(shí),本文通過給出合理運(yùn)用績效結(jié)果的形式,能夠調(diào)動(dòng)起中國農(nóng)業(yè)銀行LC市分行員工的積極性,為實(shí)現(xiàn)其戰(zhàn)略目標(biāo)提供動(dòng)力保障。 最后,給出本文的結(jié)論：即合理的績效管理方案能有效促進(jìn)組織實(shí)施其戰(zhàn)略目標(biāo)。同時(shí),并提出實(shí)施績效管理需要注意的問題。
[Abstract]:The good and rapid development of economy and society in our country provides a historical opportunity for the development of finance, but the homogenization trend of financial industry management is becoming more and more serious and aggravates the competition degree of financial institutions. As the main force of serving rural finance, Agricultural Bank of China has certain advantages in rural market competition, but the competition in urban market is in a inferior position, and the introduction time of performance management is relatively late, and the application effect is relatively poor. Therefore, under such a severe situation, it is urgent for the Agricultural Bank of China to find out the problems existing in the operation of performance management, and to sort it out again, give full play to the role of performance management, and activate the vitality of all kinds of effective resources. Further enhance the competitiveness of enterprises, so that enterprises in an invincible position. Taking LC Branch of Agricultural Bank of China as an example, this paper first designs an overall evaluation of performance management around performance management by using literature research, empirical research, comparative analysis, qualitative analysis and quantitative analysis. An anonymous questionnaire survey was conducted among 130 employees of LC Branch of Agricultural Bank of China. At the same time, through questionnaire analysis, forum, individual conversation and other ways, from the perceptual and rational aspects of comprehensive consideration, to find out the current Agricultural Bank of China LC branch existing problems and reasons. Secondly, this paper starts from the work analysis and target system of LC Branch of Agricultural Bank of China, according to the design principles of performance management scheme, the design of performance appraisal index system, the design of performance appraisal implementation process, and so on. The performance management scheme of the whole Agricultural Bank of China LC branch is designed. There are several bright spots in this process, one is to design the assessment method of senior managers of branch offices, and to introduce the dimension of risk management on the basis of fully drawing lessons from the traditional four-dimensional balanced scorecard. The formation of five-dimensional Agricultural Bank of China LC branch balanced scorecard; Second, when designing the weight of the index, the innovation adopts the method of "qualitative analysis and quantitative analysis", and establishes the hierarchical model of the key performance evaluation index with the help of the technical concepts such as "analytic hierarchy process" and "fuzzy comprehensive rating method". The rationality of the index weight is ensured. Third, in view of the objective reality of the internal institutions of the LC Branch of the Agricultural Bank of China, neglecting the specific work differences, refining and forming five assessment dimensions: internal management, work planning, work organization, work innovation, and work connection. It lays a foundation for the assessment process to be more fair and reasonable. Thirdly, this paper provides a guarantee for the smooth implementation of performance appraisal by formulating a reasonable evaluation organization system, assessment process and assessment methods. At the same time, by giving the form of reasonable use of the performance results, this paper can mobilize the enthusiasm of the LC branch of the Agricultural Bank of China and provide a dynamic guarantee for the realization of its strategic objectives. Finally, the conclusion of this paper is that a reasonable performance management scheme can effectively promote the implementation of its strategic objectives. At the same time, the problems that should be paid attention to in the implementation of performance management are put forward.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F832.3
本文編號(hào)：2495903
[Abstract]:The good and rapid development of economy and society in our country provides a historical opportunity for the development of finance, but the homogenization trend of financial industry management is becoming more and more serious and aggravates the competition degree of financial institutions. As the main force of serving rural finance, Agricultural Bank of China has certain advantages in rural market competition, but the competition in urban market is in a inferior position, and the introduction time of performance management is relatively late, and the application effect is relatively poor. Therefore, under such a severe situation, it is urgent for the Agricultural Bank of China to find out the problems existing in the operation of performance management, and to sort it out again, give full play to the role of performance management, and activate the vitality of all kinds of effective resources. Further enhance the competitiveness of enterprises, so that enterprises in an invincible position. Taking LC Branch of Agricultural Bank of China as an example, this paper first designs an overall evaluation of performance management around performance management by using literature research, empirical research, comparative analysis, qualitative analysis and quantitative analysis. An anonymous questionnaire survey was conducted among 130 employees of LC Branch of Agricultural Bank of China. At the same time, through questionnaire analysis, forum, individual conversation and other ways, from the perceptual and rational aspects of comprehensive consideration, to find out the current Agricultural Bank of China LC branch existing problems and reasons. Secondly, this paper starts from the work analysis and target system of LC Branch of Agricultural Bank of China, according to the design principles of performance management scheme, the design of performance appraisal index system, the design of performance appraisal implementation process, and so on. The performance management scheme of the whole Agricultural Bank of China LC branch is designed. There are several bright spots in this process, one is to design the assessment method of senior managers of branch offices, and to introduce the dimension of risk management on the basis of fully drawing lessons from the traditional four-dimensional balanced scorecard. The formation of five-dimensional Agricultural Bank of China LC branch balanced scorecard; Second, when designing the weight of the index, the innovation adopts the method of "qualitative analysis and quantitative analysis", and establishes the hierarchical model of the key performance evaluation index with the help of the technical concepts such as "analytic hierarchy process" and "fuzzy comprehensive rating method". The rationality of the index weight is ensured. Third, in view of the objective reality of the internal institutions of the LC Branch of the Agricultural Bank of China, neglecting the specific work differences, refining and forming five assessment dimensions: internal management, work planning, work organization, work innovation, and work connection. It lays a foundation for the assessment process to be more fair and reasonable. Thirdly, this paper provides a guarantee for the smooth implementation of performance appraisal by formulating a reasonable evaluation organization system, assessment process and assessment methods. At the same time, by giving the form of reasonable use of the performance results, this paper can mobilize the enthusiasm of the LC branch of the Agricultural Bank of China and provide a dynamic guarantee for the realization of its strategic objectives. Finally, the conclusion of this paper is that a reasonable performance management scheme can effectively promote the implementation of its strategic objectives. At the same time, the problems that should be paid attention to in the implementation of performance management are put forward.
【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F832.3
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