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MBA毕业范文_商业银行绩效管理优化设计研究(58页).rar

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文本描述
摘要
绩效管理是对机构和员工的绩效进行管理评价,通过有序的组织实施和过程
管理来实现绩效目标,并对绩效管理结果进行反馈沟通,提高个人绩效与单位绩
效协同的契合度,从而推动整体绩效的提升。绩效管理的原则是效率优先,公正
透明。企业通过建立科学合理、体现战略目标的绩效指标体系、衡量分析系统和
沟通反馈机制,增强员工的归属感和工作动力,推动企业管理实现价值最大化
本文在综述国内外绩效管理文献和绩效管理基本理论方法的基础上,对国内
外商业银行的绩效管理发展现状进行了分析,指出国内商业银行在绩效管理方面
存在的不足:指标体系偏重于财务指标,重短期而轻长期;绩效管理工具的实施
效果存在差距;将绩效考核等同于绩效管理;绩效考核战略目标传导不顺畅等,
并重点分析了绩效考核战略目标传导不顺畅体现的各个方面
针对上述问题,本文首先运用杜邦分析和平衡计分卡方法建立各层级的绩效
树,层层分解总体目标;继以加强组织战略目标传导为重点,细化绩效管理目标
分解,明晰指标层层传导的步骤,在加强组织目标传导提升个人绩效的过程上,
重点分析了绩效过程管理的上下协作和多元化沟通,以绩效考核培训提升考核者
和被考核者的素质和能力,通过绩效管理博弈论分析加强对考核人员的激励等多
方面内容,阐述如何来完善绩效管理;以XX银行为例子,分析了该企业绩效管理
的现状和不足,阐述了其绩效管理优化设计的内生动力,通过具体组织实施,借
助搭建绩效管理信息平台,有效的解决了战略目标传导过程中不顺畅、容易出现
偏差的问题;绩效管理的优化措施可以推动企业绩效管理水平的提升,本文最后
也对其效用和有待进一步研究的问题进行了阐述
关键词:商业银行绩效管理绩效树博弈论
ABSTRACT
Performance management is the management of organization and employee
performance, through the orderly organization and implementation of process
management, and the results of performance management feedback communication, fit
better performance and unit performance, thus completing the overall performance
improvement. Performance management is the principle of giving priority to efficiency,
fair and transparent. Enterprises through the establishment of scientific and rational,
reflect the strategic objectives of the performance index system, measure system
analysis and communication and feedback mechanism, enhance their sense of belonging
and power, promote the enterprise management to achieve maximum value.
Based on the basic theory of performance management at home and abroad
literature and performance management, analyzes the current situation of the
development of performance management of domestic and foreign commercial banks,
points out the existing problems in the performance management of domestic
commercial banks: index system on financial index, short-term and long-term weight
light; there is a gap between the implementation performance management tools;
performance appraisal will be equivalent to the performance management; performance
evaluation of strategic target transmission is not smooth, and focuses on the analysis of
various aspects of performance evaluation of strategic target of conduction is not
smooth.
In view of the above problems, this paper first card method to establish the
performance of various levels of the tree using Du Pont Analysis and balanced
scorecard,decompose the overall objectives; to strengthen the organization's strategic
goals after conduction as the focus,refined performance management objectives, clarity
index layers of conductive steps, in the process with strong organizational objectives
conduction to the personal performance improvement, focus analysis of the
performance management process under the cooperative and diversified communication,
enhance evaluation on performance appraisal training and assessment of the quality and
ability.The XX bank as an example, analyzed the current situation of performance
management of the enterprise and the insufficiency, elaborated the performance
management mechanism of improved internal driving force, through the
implementation of specific organizations, by constructing a performance management
information platform, effectively solves is not smooth, easy deviation during the
strategic goal of conduction problems; improvement of performance management of
transmission mechanism can promote enterprise performance management level, finally,
the utility and the problems to be fixrther studied are discussed.
Keywords: Commercial bank Performance management Performance tree Mechanism of
conduction of game theory
第一章绪论
1.1研究背景和意义
当今社会经济信息化、知识产业化日益蓬勃,急速变化的市场环境、R益激
烈的金融竞争,迫使各银行越来越关注绩效,“以衡量提升管理,以管理赢得效益”
的理念越来越深入人心。纵观国内外银行的绩效管理情况,国外商业银行绩效管
理体制基本成熟。一是己由传统的财务指标衡量、风险评价、价值创造等考评模
式发展到以绩效计划、绩效过程管理、绩效辅导、绩效评估和结果应用四个方面
为主要内容的战略绩效管理阶段,战略绩效管理己经成为银行提升管理水平和价
值创造能力的关键。国外商业银行较为成熟的使用平衡计分卡的考核模式,以价
值导向为核心,充分考虑经济资本覆盖情况,以经济资本回报率及延伸指标作为
分支机构的主要考核指标,其战略成功因素主要是以战略导向为指导,以层层的
沟通反馈进行修正;确定绩效指标的主要依据是明确银行的长期战略目标和发展
定位,在对综合环境形势分析的基础上,将指标从上到下分解,让管理层与员工
进行全方位多层次的沟通后确定,并根据内外部形势、岗位变化、能力提升等因
素进行动态的调整和优化进行。二是战略绩效管理是以系统理论为基础的全过程
考核体系,绩效管理的每个环节都是重要的组成部分。绩效指标体系较为丰富,
非财务指标渐渐得到重视;此外考核结果的应用也以多种形式出现,配套的激励
机制由单纯的薪酬资源分配转化为多维度多层次激励机制,例如,加拿大帝国银
行注重考核结果的应用而设置发展特许权指标,发展特许权包括个人优先学习和
培训权、个人优先提拔权以及对现有特权的调整完善等内容
当前,国内商业银行对分支机构的绩效管理仍有待改进。目前,国内商业银
行一直在探索使用先进的绩效管理办法,如关键业绩指标KPI、平衡记分卡、360
度评议等理论。但是,如何将这些理论较为完满的与实践结合起来,是国内众多
商业银行绩效管理的薄弱环节。与国外商业银行相比,我国商业银行的绩效管理
体系单一,薪酬分配机制、岗位晋升机制、培训机制等配套机制各自为政,整合
难度较大。此外,整体来看,绩效管理在国内外的认知程度差异化较大,国内银
行的指标体系偏重于财务指标,重短期轻长期;过度关注绩效考核,忽略了绩效