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2020年农业银行H分行J支行绩效考核方案研究_硕士论文

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农业银行 J 支行作为 H 分行的六大城区行之一,绩效考核在分行 常年排名靠后。业务发展与同区域建行相比,也存在较大差距。近两 年,支行通过加大考核力度,推动业务加快提速,考核名次和市场份 额都有所上升。人力资源是第一资源,是核心竞争力所在,绩效考核 是提高员工积极性和创造性的重要手段。 现代商业银行不乏复杂的绩效考核办法,但在基层支行层面的绩 效考核上,大多存在着各种各样的问题。基层支行直接接触客户,管 理营业网点,是所有业绩指标的承担者。其绩效考核方案的合理与否, 直接影响到业务的发展和员工的信心。所以,改进支行绩效考核方案 具有十分重要的现实意义。 本文对国内外关于绩效考核的理论和文献进行了总结、梳理。分 析了 H 分行和其下属支行绩效考核体系,以及 J 支行绩效考核现状。 针对 J 支行考核指标及权重设置不合理、缺乏长期性目标和非财务性 指标等不足,综合运用平衡记分卡法和 EVA 考核法对考核指标和方案 进行了改进优化,确定了考核的关键绩效指标(KPI),进而建立了新 的绩效考核指标体系,并通过层次分析法获得各指标的权重,通过数 量方法科学分配任务量,最终完善了 J 支行绩效考核方案。论文还对 如何保障该方案的正确实施提出了相关建议。 关键词:绩效考核,平衡计分卡,经济增加值,关键业绩指标 农业银行,支行 II ANALYSIS ON THE PERFORMANCE APPRAISAL OF J SUB-BRANCH OF H BRANCH ABC ABSTRACT As one of the six sub-branch of H branch of ABC, J sub-branch’s performance appraisal ranked behind of other branches frequently on the past several years. Compared to its peers, the size of deposit and loan also fall behind of the same regional competitors CCB, there is also a wide gap between the ABC and BBC of the same regional on the business development speed. On the past two years, with performance appraisal, the J sub-branch accelerated the development of all of the business, the ranking of performance appraisal on the H branch and the share of market has improved. Human resources as the primary resources, it’s very important to improve the core competitiveness of enterprises. So, the performance appraisal is a very important tool to improve the motivation and creativity of employee. There is no lack of sophisticated approach to performance appraisal on modern commercial banks. And many banks have made successful examples on performance appraisal. But as the sub-branch, the performance management system has variety of problems when compared with the superior branch. The sub-branch contact with customers directly, and all of the marketing tasks require it to complete. Scientific performance appraisal system can improve the confidence of employees and promote business development. So, improving performance appraisal system of the sub-branch has important practical significance. The sequentially of this article is so arranged. Firstly, the domestic and foreign research on performance appraisal theory and practice are reviewed. Secondly, the background of J sub-branch were introduced, Presents and analyzes the H branch and J sub-branch performance III appraisal system. Thirdly, identify the existing problems of J sub-branch’ performance appraisal system. The problems are assessment indicators and weights set unreasonable, lack of long-term target and non-financial indicators. On this basis, the author integrated use the BSC and EVA assessment methods to optimize the performance appraisal program of J sub-branch. Establish the KPI of the performance appraisal program, Using AHP method get the index weight. Establish a scientific method to assign tasks. At the last, propose some suggestions and measures to implement the optimized performance appraisal program. KEY WORDS: Performance appraisal, BSC, EVA, KPI, ABC Sub-branch IV 目 录 摘要????????????????????????????????????????????????????????????????????????????????????????????????I ABSTRACT???????????????????????????????????????????????????????????????????????????????????????II 第一章 绪论?????????????????????????????????????????????????????????????????????????????????????? 1 1.1 选题的背景和意义 ?????????????????????????????????????????????????????????????????????? 1 1.1.1 选题的背景?????????????????????????????????????????????????????????????????????????? 1 1.1.2 选题意义????????????????????????????????????????????????????????????????????????????? 2 1.2 研究的内容和思路 ?????????????????????????????????????????????????????????????????????? 3 1.2.1 研究的内容?????????????????????????????????????????????????????????????????????????? 3 1.2.2 研究的思路?????????????????????????????????????????????????????????????????????????? 4 1.3 研究的方法 ??????????????????????????????????????????????????????????????????????????????? 4 1.4 本文的贡献 ??????????????????????????????????????????????????????????????????????????????? 5 第二章 相关理论与文献综述????????????????????????????????????????????????????????????????? 6 2.1 相关概念 ?????????????????????????????????????????????????????????????????????????????????? 6 2.1.1 绩效??????????????????????????????????????????????????????????????????????????????????? 6 2.1.2 绩效考核????????????????????????????????????????????????????????????????????????????? 6 2.2 绩效考核方法 ???????????????????????????????????????????????????????????????????????????? 6 2.2.1 关键业绩指标法 ???????????????????????????????????????????????????????????????????? 7 2.2.2 经济增加值法(EVA) ??????????????????????????????????????????????????????????? 8 2.2.3 平衡计分卡?????????????????????????????????????????????????????????????????????????10 2.3 我国商业银行绩效评价的历史沿革 ???????????????????????????????????????????????? 11 2.4 商业银行绩效考核文献综述 ?????????????????????????????????????????????????????????13 2.4.1 国外研究文献 ??????????????????????????????????????????????????????????????????????13 2.4.2 国内研究文献 ??????????????????????????????????????????????????????????????????????14 第三章 J 支行绩效考核现状分析???????????????????????????????????????????????????????????17 3.1 J 支行基本情况 ??????????????????????????????????????????????????????????????????????????17 3.2 上级行对 J 支行的绩效考核分析????????????????????????????????????????????????????17 3.2.1 上级行对支行的考核方案 ???????????????????????????????????????????????????????17 3.2.2 对上级行对支行绩效考核方案的分析 ????????????????????????????????????????19 3.2.3 上级行对 J 支行绩效考核结果分析 ???????????????????????????????????????????25 V 3.3 J 支行绩效考核 ??????????????????????????????????????????????????????????????????????????31 3.3.1 支行考核方案分析 ????????????????????????????????????????????????????????????????31 3.3.2 支行绩效考核问题分析 ??????????????????????????????????????????????????????????35 第四章 J 支行绩效考核指标体系的改进??????????????????????????????????????????????????38 4.1 基于平衡计分卡的关键绩效指标设计 ?????????????????????????????????????????????38 4.2 关键绩效指标设置 ?????????????????????????????????????????????????????????????????????40 4.3 考核指标权重设置 ?????????????????????????????????????????????????????????????????????46 4.4 考核任务量分配改进分析 ????????????????????????????????????????????????????????????49 4.4.1 考核任务量分配影响因素分析 ?????????????????????????????????????????????????49 4.4.2 考核任务量分配计算步骤 ???????????????????????????????????????????????????????51 第五章 绩效考核实施保障???????????????????????????????????????????????????????????????????53 5.1 合理设置员工考核指标 ???????????????????????????????????????????????????????????????53 5.2 透明的考核规范 ????????????????????????????????????????????????????????????????????????53 5.3 完善的考评组织体系 ??????????????????????????????????????????????????????????????????54 5.4 完整的绩效考核流程 ??????????????????????????????????????????????????????????????????54 5.5 必要的科技系统支持 ??????????????????????????????????????????????????????????????????55 5.6 协调好绩效考核与计价关系 ?????????????????????????????????????????????????????????55 第六章 结论与展望????????????????????????????????????????????????????????????????????????????56