本文選題：商業(yè)銀行 + 績效管理��； 參考：《安徽財經(jīng)大學(xué)》2017年碩士論文

【摘要】：在當(dāng)前互聯(lián)網(wǎng)金融業(yè)務(wù)高速擴(kuò)張,新型支付工具日益增多,以及國家銀行的經(jīng)營范圍逐漸放開的新形勢下,國有商業(yè)銀行正面臨著更為激烈的生存環(huán)境。在傳統(tǒng)的業(yè)務(wù)品種推廣,市場份額搶占等經(jīng)營性壓力之外,商業(yè)銀行對人才的搶挖也日益白熱化,人才向外部流動更加普遍。而國有商業(yè)銀行要留住人才,除了傳統(tǒng)的薪水激勵以外,更多的需要創(chuàng)造一個良好的企業(yè)內(nèi)部環(huán)境,這就需要重視企業(yè)的績效管理工作。我國國有銀行體量大,但績效管理設(shè)計大多停留在頂層的設(shè)計上,范圍較廣,體系較大。雖然從總行、分行到基層支行,績效管理體系有著指導(dǎo)性規(guī)劃,但每個基層支行有著不同的人員結(jié)構(gòu)和客戶群體,目前缺少與之匹配的基層支行的個案設(shè)計。本人目前在基層支行工作,深刻的感覺到這一塊的不足。因此構(gòu)思了從該角度出發(fā),構(gòu)建更加合理的績效考核管理體系,促進(jìn)基層支行實現(xiàn)經(jīng)濟(jì)效益和員工價值的雙提升。本文首先研究了工商管理領(lǐng)域中的績效管理的研究背景和理論工具,在此前提下,選取A銀行銅陵開發(fā)區(qū)支行這個個案為研究對象,進(jìn)行微觀層面的案例解析。本文主要采用案例分析法、問卷調(diào)查法、定性分析法三種研究方法,首先對研究對象A支行現(xiàn)有的人力資源結(jié)構(gòu)與支行績效管理的現(xiàn)狀進(jìn)行摸底,通過調(diào)查問卷等形式獲知其現(xiàn)有績效管理模式及相關(guān)實施情況。通過定性分析的方法對該支行的現(xiàn)有情況進(jìn)行梳理,分析出其存在的不足之處。主要發(fā)現(xiàn)該支行績效管理存在績效管理的導(dǎo)向出現(xiàn)偏差,具體考核指標(biāo)設(shè)置不合理,績效管理的過程缺少溝通互動,考核結(jié)果的應(yīng)用不盡全面。然后,在此分析的基礎(chǔ)上,結(jié)合部分績效管理的理論研究工具,針對這些不足之處提出具體的優(yōu)化設(shè)計措施。具體提出支行綜合績效導(dǎo)向上應(yīng)與上級行保持一致;對具體的考核指標(biāo)要進(jìn)行重新梳理,明晰考核重點;對考核過程應(yīng)當(dāng)更加強(qiáng)化溝通互動,同時加強(qiáng)了考核結(jié)果更加全方面的應(yīng)用。通過這些方案設(shè)計,對原有的績效管理進(jìn)行優(yōu)化完善。最后通過績效工資的兌現(xiàn),方案制度化的過程來使以上優(yōu)化思路和措施得到實施保障,最終實現(xiàn)本文的研究目的,即通過優(yōu)化完善解決支行績效管理存在的問題,完善支行的績效管理工作,切實提升該支行的綜合市場競爭力。也希望本文研究的最終優(yōu)化措施方案能夠在該支行進(jìn)行實踐操作,不斷完善,最終對以后的相關(guān)銀行基層支行起到一定的啟示作用。
[Abstract]:At present, with the rapid expansion of Internet financial services, the increasing number of new payment tools and the opening of the scope of national banks, state-owned commercial banks are facing a more intense living environment. In addition to the traditional business variety promotion, market share preemption and other operational pressures, commercial banks are increasingly hot to grab and dig talents, and the flow of talents to the outside is more common. In addition to the traditional salary incentive, the state-owned commercial banks need to create a good internal environment, which needs to pay attention to the performance management of enterprises. China's state-owned banks have a large volume, but the performance management design mostly stays on the top of the design, with a wide range and a large system. Although the performance management system has a guiding plan from the head office, branch to the grass-roots branch, each grass-roots branch has different personnel structure and customer group, so it lacks the case design of the matching grass-roots branch at present. I am currently working in the grass-roots branch, deep feelings of the lack of this area. Therefore, it is conceived to construct a more reasonable performance appraisal management system from this point of view, and to promote the grass-roots branch to realize the double promotion of economic benefit and employee value. Firstly, this paper studies the research background and theoretical tools of performance management in the field of business administration. On this premise, the case of Tongling Development Zone Branch of Bank A is selected as the research object, and the case analysis on the micro level is carried out. This paper mainly adopts three research methods: case analysis method, questionnaire method and qualitative analysis method. Firstly, the author makes a survey of the existing human resource structure and the current situation of branch performance management of branch A. Through questionnaire and other forms to know its current performance management model and related implementation. The present situation of this branch is combed by qualitative analysis, and its shortcomings are analyzed. It is found that the performance management of the sub-bank has deviations in the direction of performance management, unreasonable setting of specific evaluation indicators, lack of communication and interaction in the process of performance management, and incomplete application of the evaluation results. Then, on the basis of this analysis, combined with some theoretical research tools of performance management, this paper puts forward specific optimization design measures in view of these shortcomings. It is proposed that the comprehensive performance orientation of the branch should be consistent with that of the superior bank; the specific assessment indicators should be rearranged to clarify the key points of the assessment; and the communication and interaction should be strengthened for the assessment process. At the same time, it strengthens the application of the assessment results in all aspects. Through the design of these schemes, the original performance management is optimized and perfected. Finally, through the realization of performance pay, the process of institutionalization of the scheme to ensure the implementation of the above optimization ideas and measures, and finally achieve the purpose of this paper, that is, through optimization and improvement to solve the problems existing in the performance management of the branch, Improve the performance management of the branch, effectively enhance the branch's comprehensive market competitiveness. I also hope that the final optimization measures studied in this paper can carry out practical operation in this branch, and improve continuously, finally, it will have a certain enlightening effect on the related banks' basic branch in the future.
【學(xué)位授予單位】：安徽財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F832.33

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本文編號：2070178