中国邮政储蓄银行南京市分行绩效考核KPI体系研究

【作者】 张红；

【导师】 杨东涛；

【作者基本信息】 南京大学 ， 工商管理（MBA）（专业学位）， 2017， 硕士

【摘要】 中国邮政储蓄银行于2007年3月20日正式挂牌成立,是在改革邮政储蓄管理体制的基础上组建的大型国有商业银行。南京市分行则是一家由一级分行江苏省分行管理的省会二级分行,于2008年3月9日挂牌成立,自挂牌成立以来,开办的业务品种从无到有,从小到大,逐步丰富;机构和部门的设置也逐步规范,向现代化企业的组织架构不断靠拢;人员、流程、业务等各方面的管理也逐渐步入正轨。2016年9月28日,中国邮政储蓄银行股份有限公司在港交所主板挂牌上市,为年内全球最大规模IPO,自此中国邮政储蓄银行正式成为一家国有上市银行,在上市的基础上,其管理规范化、市场化程度迈出了更大的一步。南京市作为经济强省江苏省省会城市,其银行业市场化竞争异常激烈,是国有银行、股份制商业银行、区域性商业银行甚至外资银行争夺的主要战场之一,邮储银行作为银行业金融市场的新进者,一开始就面临着激烈的竞争局面,承担着极大的竞争压力。为争夺优质的客户资源,提升客户忠诚度,提高盈利能力,越来越多的银行使出浑身解数,从各个方面提升自身竞争力,在这其中,人才是关键因素,而企业人力资源管理能力的高低与否则是将人才转化为经济效益的重中之重,作为人力资源管理的重要组成部分,绩效考核体系的合理性、完善性,则是人力资源管理水平的重要试金石。本文首先对邮储银行南京市分行目前人力资源管理现状和绩效考核体系现状进行了深入分析,在此分析的基础上,挖掘出了邮储银行南京市分行在绩效考核指标体系设计以及绩效管理过程中存在的问题,同时详细分析了这些问题产生的原因;其次,概述了邮储银行南京市分行绩效考核体系设计的指导思想和原则,采用头脑风暴法和关键成功要素法确定了邮储银行南京市分行层面的五个维度的战略目标以及其关键成功要素,之后,根据分行的战略目标和关键成功要素,按照SMART原则,确定了分行绩效考核的KPI指标,KPI指标确定后,采用问卷调查法归纳出了各指标的权重,同时根据分行历史经营活动情况以及未来发展预期,确定了分行层面的KPI指标目标值,形成了分行层面的绩效考核指标体系,另外通过分解分行战略目标至支行、部门级,确定了支行、部门级KPI指标及权重,形成了支行、分行部门层面的绩效考核指标体系;最后,本文对前述形成的分行绩效考核体系的实施的注意点进行了分析。本文以邮储银行南京市分行现有的绩效考核体系为研究对象,综合运用头脑风暴法、成功关键法、问卷调查法等多种研究方法,设计出了邮储银行南京市分行各个层面全新的绩效考核KPI体系。本文所采用的研究方法以及得出的结论对于其他银行绩效考核体系的设计具有一定的借鉴意义。更多还原

【Abstract】 Formally established on March 20,2007,Postal Savings Bank of China is a state-owned commercial bank formed on the basis of reforming the postal savings management system.Nanjing Branch was formally established by provincial second-level branch managed by first-level branch Jiangsu Provincial Branch on March 9,2008.Since its establishment,varieties of opened business developed from nothing,from small to large and enriched gradually.The establishment of institutions and departments also gradually standardized.Personnel,processes,business and other aspects of management gradually stepped in the right track.Postal Savings Bank of China listed in HKEx on September 28,2016 which was the large-scale of IPO during the year.From then on,Postal Savings Bank of China became a state-owned listed bank.Standardization and marketization have taken a greater step.As the capital of Jiangsu Province,the strong economic province,with rich resources,the competition of banking in Nanjing was unusually fierce.Nanjing was one of the main battlegrounds to fight for state-owned banks,joint-stock commercial banks,regional commercial banks and even foreign banks.As the new entrants to the banking market,postal saving bank faced more fierce competition situation.For striving for high-quality customer resources,enhancing customer loyalty,enhancing own competitiveness,improving profitability,more and more banks realized that reasonable performance appraisal system was crucial to motivate employees to complete all the indicators better and achieve the goals of the bank.Human resources were important resources for banks.How to give full play to these resources,performance appraisal system is the key.As for the postal savings bank,this rising bank was no exception,even more important.Firstly,the present situation of human resource management and performance appraisal system of Postal Saving Bank Nanjing Branch was deeply analyzed in this article.Existing problems in the process of performance evaluation index system design and performance management in Postal Saving Bank of China Nanjing Branch were dug and the causes of these problems were analyzed in detail.Secondly,the guiding principles and principles of performance appraisal system design of Postal Savings Bank of China Nanjing branch were mentioned.The strategic objectives of the five dimensions and their key successful factors of Postal Saving Bank of China Nanjing Branch were determined by using brainstorming and critical success factor method.Then,Performance appraisal KPI index was decided according to strategic objectives,key success factor of branch and SMART Principle.After KPI index was decided,questionnaire survey method was adopted to confirm weight of each index.Target value of KPI index and performance evaluation index system of branch were decided according to situation of historical operation activities in branch and future development expectations.Besides,KPI index and weight of sub-branch and department were decided,performance evaluation index system of sub-branch and department were decided through decomposing branch strategic objectives to sub-branch and department.Finally,the key points that should be paid attention to in the implementation of the performance appraisal system of branch were proposed.Performance appraisal system in Postal Saving Bank of China Nanjing Branch was taken as the research object in this article.Performance appraisal system in branch was researched by using various of scientific management methods of comprehensive brainstorming,key success factor method,questionnaire survey method etc.The research methods and conclusions obtained in this article have certain reference significance for the design of other bank performance appraisal system.This paper,taking "credit factory" as the research object,tries to make some tentative study on "credit factory" innovation design.Through a large number of literature reading,combined with relevant theories of predecessors’ research results,and through the field research and analysis on real cases,proposes a certain innovation design and the implementation plan,which will provide certain theory basis and practice guidance for "credit factory" upgrading.更多还原