【作者】 王颖；

【导师】 肖仁桥；

【作者基本信息】 安徽财经大学 ， 工商管理（专业学位）， 2021， 硕士

【摘要】 当前,传统金融机构面临巨大市场压力,如何能够在不断加剧的市场压力下站稳脚跟并取得发展,已成为各家银行必须面对并解决的问题。在此背景下,商业银行的改革势在必行。绩效考核是商业银行基层网点经营的“指挥棒”,也是基层网点员工行为的“推进器”。网点发展中的诸多问题都可以在绩效考核上找到源头。基层网点绩效考核机制的弊端阻碍了网点业务转型和稳健发展。因此,商业银行改革发展所要解决的关键问题在于如何完善现行的员工绩效考核制度,进而在激烈的市场竞争中获得绝对优势。本文以A商业银行K支行基层网点员工为研究对象,并结合该支行基层网点员工绩效考核的实际情况,以绩效考核的一些相关理论作为基础,运用问卷调查法和案例分析法对该支行网点员工的绩效考核现状进行分析。通过回收问卷,进行数据统计分析指出A商业银行K支行基层网点当前的绩效考核体系存在的一些问题。然后结合平衡记分卡理论,重新优化改进了A商业银行K支行基层网点员工的绩效考核指标体系,使得考核指标由财务、客户、内部流程、学习与成长四大维度24个小指标构成;并采用层次分析法对各个考核指标的权重大小进行合理分配。紧接着,运用新的绩效考核体系对随机一位网点基层员工进行考核并对其结果进行应用评价指出该名员工的不足之处。最后,结合实际情况,给出一系列使得新体系得以顺利改进优化的保障制度。新的基层网点员工绩效考核体系,通过平衡记分卡法的主体架构,将企业的总体战略目标进行分解,由财务、客户、内部流程、学习与成长四大维度构建而成,通过使用层次分析法,得出四大维度所占权重分别为31%、27%、31%、11%(各维度中运营效率、内控合规管理、核心客户完成率和理财产品销售完成率等指标所占权重较高,分别达到了10%、10%、9%和7%)。利用新的绩效考核体系对一位基层员工评价发现,该名员工得分80分,在财务维度和客户维度的得分较高,内部流程维度和学习与成长维度得分较低,说明该员工具有较强的营销、拓展能力,其他方面还有待提高加强。最后,提出需加强企业文化建设、加强对员工的培训和开发等保障措施。更多还原

【Abstract】 At present,traditional financial institutions are facing tremendous market pressure.How to gain a foothold and achieve development under the ever-increasing market pressure has become a problem that banks must face and solve.In this context,the reform of commercial banks is imperative.Performance appraisal is the "baton" for the operation of the basic-level branches of commercial banks,and it is also the "propeller" for the behavior of the employees at the basic-level branches.Many problems in the development of outlets can be found in the performance appraisal.The shortcomings of the performance appraisal mechanism at the grass-roots outlets hindered the business transformation and steady development of the outlets.Therefore,the key problem to be solved in the reform and development of commercial banks is how to improve the current employee performance appraisal system,and then gain an absolute advantage in the fierce market competition.This article takes the employees at the grass-roots branches of A Commercial Bank K branch as the research object,and combines the actual situation of the performance appraisal of the employees at the grass-roots branches of the branch.Based on some related theories of performance appraisal,the questionnaire survey method and case analysis method are used to analyze the employees of the branch.Analysis of the status quo of performance appraisal.By collecting the questionnaires and conducting statistical analysis of data,it pointed out some problems in the current performance appraisal system of the K branch of Commercial Bank A.Then combined with the balanced scorecard theory,the performance appraisal index system of the grassroots branch employees of the A commercial bank K branch was re-optimized and improved,so that the appraisal index was composed of 24 small indicators in the four dimensions of finance,customers,internal processes,learning and growth;and adopted;The Analytic Hierarchy Process reasonably allocates the weight of each assessment index.Immediately afterwards,the new performance appraisal system was used to appraise a random grassroots employee at the branch,and the results were applied and evaluated to point out the deficiencies of the employee.Finally,based on the actual situation,a series of guarantee systems that enable the new system to be smoothly improved and optimized are given.The new employee performance appraisal system for grassroots branches,through the main structure of the balanced scorecard method,decomposes the overall strategic goals of the company,and is constructed from the four dimensions of finance,customers,internal processes,learning and growth,and uses the analytic hierarchy process.,The four dimensions accounted for 31%,27%,31%,and 11% respectively(operating efficiency,internal control compliance management,core customer completion rate,and wealth management product sales completion rate in each dimension account for more weight High,reaching 10%,10%,9% and 7%respectively).Using the new performance appraisal system to evaluate a grassroots employee,it was found that the employee scored 80 points,with higher scores in the financial and customer dimensions,and lower scores in the internal process and learning and growth dimensions,indicating that the employee has a strong The marketing and development capabilities of the company need to be improved in other areas.Finally,it is proposed to strengthen the construction of corporate culture,strengthen the training and development of employees and other safeguard measures.更多还原