【作者】 王博；

【导师】 朱颖俊；

【作者基本信息】 华中科技大学 ， 工商管理， 2019， 硕士

【摘要】 本文以C银行XY分行为研究对象,当前C银行XY分行除面临监管政策调整、市场环境变化外,内部绩效考核也存在一些问题,如:原有以KPI为主导的绩效考核体系KPI考核板块权重过高,指标设立缺少双向参与讨论;严重依赖财务指标,非财务指标评价引导作用体现不足;考核区间以年度为单位,过程管控及指引作用不及时;考核结果反馈及应用不充分等。因此一套更加科学、有针对性、考核指引作用更加完善的绩效管理体系有待重新建立。这不仅可以充分激发员工内在动力,更能有效促进组织绩效的提升和战略目标的达成,保证C银行XY分行长期又好又快发展。本文是以C银行XY分行当前的绩效考核体系为研究对象,在多方研究绩效管理理论和不同绩效管理工具基础上,综合运用案例研究、文献分析、专家访谈等方法,详细探究现有绩效考核中存在的问题及产生的原因,并提出绩效管理体系改进方案。基于BSC理论,结合当前C银行战略转型要求构建以“平衡计分卡的绩效评价”为核心的绩效管理体系。从完善绩效考核指标体系、制度,组织文化建设等方面强化组织成员对绩效管理重要性的认识与重视。同时方案也强调企业应重视新旧两种绩效管理体系的衔接,从宣传、执行、反馈改进等方面着手,确保绩效管理改进方案得到切实地执行。以期望能提升C银行XY分行的绩效管理水平,突破现有发展困局,为同行业提供借鉴参考。更多还原

【Abstract】 This paper takes XY branch of bank C as the research object.At present,in addition to regulatory policy adjustment and market environment change,XY branch of bank C also has some problems in internal performance appraisal.It relies heavily on financial indicators,and non-financial indicators do not play a guiding role in the evaluation.The assessment interval is annual,and the process control and guidance funct ion is not timely;The feedback and application of assessment results are inadequate.Therefore,a more scientific and targeted performance management system with better performance guidance needs to be re-established.This can not only fully stimulate the internal motivation of employees,but also effectively promote the improvement of organizational performance and the realization of strategic goals,so as to ensure the long-term sound and rapid development of XY branches of bank C.This paper is based on the XY branch of bank C,the current performance evaluation system as the research object,in many different research theory of performance management and performance management tool,based on the integrated use of case study,the method of literature ana lysis,expert interview and so on,to explore the existing problems of performance appraisal in detail and their causes,and put forward improvement project of performance management system.O n the basis of BSC theory and in combination with the current st rategic transformation of bank C,a performance management system with "balanced scorecard performance evaluation" as the core is required to be constructed.From the improvement of the performance appraisal index system,system,organizational culture construction and other aspects to strengthen the understanding and attention of organizational members to the importance of performance management.At the same time,the plan also emphasizes that enterprises should attach importance to the connection between the old and new performance management systems,and start from the aspects of publicity,implementation,feedback and improvement to ensure that the performance management improvement plan is effectively implemented.It is expected to improve the performance management level of XY branch of bank C,break through the current development dilemma,and provide reference for the industry.更多还原