关键词:中国农业发展银行;绩效考核;平衡计分卡;BSC;KPIII
Abstract
In 2001, Agricultural Development Bank of Yili, together with the subordinate
eight county branches and one city branch, was established as the only policy bank in
western region of China. With the approval of the Overall Reform Scheme of
Agricultural Development Bank of China in the 63rd executive meeting of the State
Council on September 25, 2014, Agricultural Development Bank of China ushered in
a significant development opportunity. In 2015, it launched internal comprehensive
reform, attempting to set up human resource management system and inventive &
restriction mechanism with Full market-oriented employment. Thereupon, the change
in performance evaluation mode became the focus from the top to the bottom of the
bank. Due to the short history of Chinese policy banks, the great job responsibility
and the limited financial experience, it encounters various difficulties. And the lack
and outflow of talent gets in the way of the bank development. This paper uses the
idea and method in the performance management system construction to analyze the
performance appraisal methods frequently used in China and foreign countries. It
draws inspiration from the advantages and disadvantages of those methods. And then
it conducts first-hand investigation and research on the present performance appraisal
situation of the prefectural and state second-level branch. Next, it discusses the
current situation and factors of Agricultural Development Bank of Yili. Based on the
analysis of the realistic foundation of the performance assessment in the second-level
branch and its subordinate branches, it redesigns the problematic performance
appraisal according to the differences between various departments. The
newly-formulated performance appraisal scheme should do better in the opportunities
and challenges of the new era, ending in the perfection of human resource
management system as well as the improvement of management efficiency and
economic benefits of the bank. And finally, it sums up the problems that have been
solved and the ones to be solved in the research. More importantly, it makes prospectIII
in the further study.
Keyword: Agricultural Development Bank of China; performance appraisal;
BSC; KPI目录
摘要..I
AbstractII
1 绪论.1
1.1 研究背景及意义......1
1.1.1 研究背景......1
1.1.2 目的及意义..1
1.2 国内外文献综述......2
1.2.1 国内文献综述..........2
1.2.2 国外文献综述..........3
1.3 研究内容及方法......4
1.3.1 研究内容......4
1.3.2 研究方法......6
1.3.3 研究思路......7
1.4 研究特色及存在的问题......8
1.4.1 研究特色......8
1.4.2 存在的问题..8
2 绩效考核相关理论及方法.9
2.1 绩效及绩效考核的含义......9
2.2 绩效管理理论.......10
2.2.1“德能勤绩”法.....10
2.2.2 基于关键业绩指标法........11
2.2.3 基于平衡计分卡法12
2.2.4 基于 360 度周边绩效法....13
3 农发行伊犁州分行绩效考核.......15
现状分析评价...........15
3.1 农发行伊犁州分行现状分析........15
3.1.1 农发行伊犁州分行概况....15
3.1.2 农发行伊犁州分行业务范围....... 16
3.2 农发行伊犁州分行绩效考核现状分析... 17
3.2.1 农发行伊犁州分行人力资源概况........... 17
3.2.2 问卷统计结果分析20
3.2.3 农发行伊犁州分行绩效考核存在的问题及原因...........22
4 农发行伊犁州分行员工绩效考核方案...25
改进设计.......25
4.1 改进方案设计的思路和原则........25
4.1.1 思路25
4.1.2 原则27
4.2 反映业务部门的绩效考核指标分析....... 29
4.2.1 以 KPI 为核心的绩效考核方案设计的思路.......29
4.2.2 以 KPI 为核心的绩效考核方案设计的途径和规划.......29
4.3 以 360 度为核心的绩效考核方案设计的思路...33
4.4 基于