【作者】 王伟；

【导师】 梁中；

【作者基本信息】 安徽财经大学 ， 工商管理（专业学位）， 2023， 硕士

【摘要】 2007年中国邮政储蓄银行有限责任公司挂牌成立,2012年整体改制为股份有限公司,2019年12月完成上交所挂牌上市,中国银保监会在公布的银行业金融机构法人名单中,将单列的“邮储银行”调整为“国有控股大型商业银行”。相对于国有大行,年轻的邮储银行在积极推进业务转型的同时,在信息技术、品牌发展、经营方向转变、产品研发等方面都取得了积极有效的进步,但同时也能看到,在人力资源管理尤其是绩效管理方面,邮储银行与国有大型商业银行间仍存在着较大差距。绩效管理的最核心目的就是通过提高员工的绩效水平来提升整个组织或者机构的绩效,随着金融市场竞争的加剧,各家商业银行均在探索设计行之有效的绩效管理制度,以提升自身的核心竞争力。如何使银行绩效管理体系更加优化,更加发挥绩效管理的核心作用,邮储银行也在不断积极探索,推进改革。邮储银行总行及省分行层面采用的绩效管理制度较为全面可行,但市分行层面推行的绩效管理制度仍暴露出诸多问题,BZ分行是邮储银行安徽省分行下辖的二级分行,其针对于网点负责人绩效管理现状也是如此。论文主要针对BZ分行下属网点负责人的绩效管理做针对性研究,并设计合理可行的绩效管理优化方案。网点作为金融机构最基础构成单位,如果优化网点负责人绩效管理体系,那就可以最大限度地激发网点负责人对待工作的积极性,进而提升支行网点的绩效。本文以邮储银行BZ分行下属网点负责人的绩效管理问题视角切入,展开针对性的研究。首先梳理了国内外相关绩效管理理论文献,结合问卷调查法来展开对BZ分行网点负责人绩效管理现状的研究。然后介绍了本文涉及的几个主要绩效管理相关概念,包括与相关概念的区别,在此基础上,对绩效管理的流程、目标、作用等进行了系统化的分析和梳理,同时介绍了目前绩效管理常用的考核方法。通过对邮储银行BZ分行网点负责人的绩效管理调查问卷进行研究发现,目前邮储银行总分行之间的管理考核较为系统全面,但是分行对网点负责人的绩效管理比较缺乏系统性。分行制定网点负责人考核指标时缺乏有效沟通,考核指标设置不合理、绩效实施过程中沟通不足、考核结果应用单一等相关问题。进一步分析原因发现,负责人业绩难以精确计量评价,网点缺少拿来能用的较为成熟的绩效管理工具,没有根据BZ分行实际情况建立其特有的绩效评价方法,管理层对绩效管理的目的不清晰,同时网点间面临市场环境不同,实施标准无法统一并做到有效实施等情况。针对发现的问题和分析的原因,论文基于利于管理实践的应用为出发点,密切结合邮储银行现有的绩效管理制度和考核现状,为BZ分行设计优化后的基层网点负责人绩效考核管理体系,从网点绩效管理系统+优化后的平衡计分卡+类比组考核指标三个维度为框架,配合相应的沟通与完善机制,并详细阐述了该体系的设计原则、目标、内容和实施过程。随后提出BZ分行在文化、组织、制度、技术等方面应具备的绩效管理优化保障措施。更多还原

【Abstract】 In 2007,Postal Savings Bank of China Co.,Ltd.was established,restructured into a joint stock company in 2012,and listed on the Shanghai Stock Exchange in December 2019.In the list of legal persons of banking financial institutions published by the China Banking and Insurance Regulatory Commission,the "Postal Savings Bank" has been changed to "State-owned large commercial bank".Young post office bank,relative to the state-owned big line at the same time of promoting business transformation,in the information technology,brand development,business direction,product research and development,and other aspects have made positive progress,but at the same time also can see,in the aspect of human resource management especially performance management,post office between Banks and large state-owned commercial Banks,there are still gaps.The core purpose of performance management is to improve the performance of the entire organization or institution by improving the performance level of employees.With the intensification of competition in the financial market,commercial banks are exploring and designing effective performance management systems to enhance their core competitiveness.PSBC is also actively exploring how to make its performance management system more optimized and play its core role.The performance management of PSBC head office and provincial branches is relatively comprehensive and feasible,but as a grass-roots branch under the branch,it still faces many problems in performance management.BZ Branch is a second-level branch under the control of PSBC Anhui Branch,so is the current situation of performance management for branch leaders.This paper mainly focuses on the performance management of the head of the branch of BZ branch and the design of the optimization scheme.Outlets,as the most basic composition unit of the financial institutions,if,head of the optimization of network performance management system,it can maximize the excitation outlets,head of the enthusiasm to work at the grass-roots level,raise the performance of the branches,based on the post office bank BZ branch subordinate branches,head of the performance management problem visual Angle,a targeted research.Firstly,the relevant theories of performance management at home and abroad are sorted out.Considering the limitation of the number of respondents,the paper makes it clear that the paper adopts the combination of interview and questionnaire to study the current situation of the performance management of the head of the branch of BZ.Then it introduces several main concepts related to performance management involved in this paper,including the differences of related concepts.On this basis,it systematically analyzes and sorts out the process of performance management.At the same time,it introduces the commonly used methods of performance management and the methods of performance management adopted in this paper.This paper studies the current situation of performance management of PSBC branch leaders in multiple branches under the BZ branch and finds that the current management assessment between PSBC main branches is relatively systematic and comprehensive,but the performance management of branch leaders is relatively lacking in a systematic way.Branch to branch,head of the lack of communication,assessment index a sprawling complex and unreasonable evaluation indicator setting,evaluation scheme implementation is difficult,the inspection result application is relatively single related issues,such as further analysis reasons,found that performance is difficult to accurate measurement,head of the evaluation,network lacks can bring more mature performance management tool,different levels of performance management is difficult to effectively,At the same time,there are different market environments among outlets,and the implementation standards cannot be unified and effectively implemented.On the causes of problems and,in the light of found the paper based on the starting point of practical application for management,combined with post office bank of the existing performance management system and the assessment of the status quo,design the optimized for BZ branch,head of the grass-roots network performance appraisal management system,from the network performance data statistics system outlets,head of the balanced scorecard indicators to optimize the whole system of two dimensions,The design principle,goal,content and implementation process of the system are elaborated in detail.Then put forward the performance management optimization safeguard measures that BZ branch should have in the aspects of culture,organization,system and technology.更多还原