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2020年X行苏州分行经营部门绩效考核方案设计DOC

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I X 行苏州分行经营部门绩效考核方案设计 中文摘要 在经济全球化日益发展,国有银行各具特色,外资银行大量涌入的现今时代,银 行业竞争日益激烈,国内商业银行务必加快改革步伐,改善管理、加强服务,全面、 均衡、长期、持续提升经营绩效。首先要从人力资源管理入手,规范激励约束机制, 完善绩效考核体系。 X 行苏州分行作为五大国有银行之一的直属分行,其经营部门面临的竞争环境格 局严峻,人力资源竞争更是最重要的竞争热点,因此必须及时重新审视经营部门的绩 效考核方案,顺应潮流实施变革,依靠科学合理的绩效管理提升业绩,保持竞争力, 扩大市场份额。 本文通过对目前常用的绩效考核理论的研究,结合国外商业银行的先进经验,对 X 行苏州分行经营部门现有的绩效考核方案进行全方位的分析,保留其合理之处,提 出其存在的问题,并进行改进。在设计完善绩效考核方案时,从经营部门实际出发, 坚持实事求是、理论联系实际,重点采用了关键业绩指标法(KPI)与平衡计分卡(BSC) 互相结合确定考核指标,同时依托信息技术平台,以期建立更为科学合理、全面动态 的绩效考核体系。从而提升经营部门管理水平,推进业务发展,促进员工和谐,同时 作为一种实用的思路和方法为商业银行经营部门的绩效考核提供一定参考。 关键词,绩效考核;苏州分行;经营部门 作 者,陈 曦 指导教师,张方华英文摘要 X 行苏州分行经营部门绩效考核方案设计 II Design on Performance Appraisal Scheme for Business Department in Suzhou Branch of X Bank Abstract In the economic globalization development and the banking increasingly fierce competition, domestic commercial banks must accelerate the pace of reform, improve management, and enhance service. First of all, it should start from the management of human resources, regulate the incentive and constraint mechanism, and improve the performance appraisal system. As a directly branch of the state-owned bank, business department of Suzhou branch is facing a grim competition environment. And human resource competition is the focus of competition in the most important. Therefore, we must re-exam the scheme of performance appraisal timely, implement change conforming to the trend, improve performance with the scientific and reasonable performance management, maintain competitiveness, expand market share. Through the study of the present common performance appraisal theory, combined with the advanced experience of foreign commercial banks, the paper analysis the existing performance appraisal schemes of Suzhou branch business department, retain its reasonable place, put forward the problems, and improve them. In the design, KPI and BSC are used to determine the appraisal index, while relying on information technology platform, in order to establish a more scientific and reasonable, comprehensive and dynamic performance appraisal system. So as to enhance the business department management level, promote the business development; promote the harmonious of staff, at the same time, as a practical idea or method, to provide some references for the business department performance appraisal of the commercial bank. Key words: Performance Appraisal, Suzhou Branch, Business Department Written by Chen Xi Supervised by Zhang Fanghua目 录 1 绪 论................................................................................................................................1 1.1 研究背景和意义 .........................................................................................................1 1.1.1 研究背景...............................................................................................................1 1.1.2 研究意义...............................................................................................................1 1.2 研究思路和方法 .........................................................................................................3 1.2.1 研究思路...............................................................................................................3 1.2.2 研究方法...............................................................................................................3 1.3 研究框架 .....................................................................................................................4 2 相关理论与文献综述........................................................................................................5 2.1 绩效与绩效考核相关理论 .........................................................................................5 2.1.1 绩效.......................................................................................................................5 2.1.2 绩效考核...............................................................................................................5 2.1.3 绩效考核方法.......................................................................................................9 2.2 国内外银行绩效考核体制分析 ...............................................................................13 2.2.1 国外银行绩效考核体制的先进经验.................................................................13 2.2.2 国内银行绩效考核体制的现状.........................................................................15 2.2.3 国内银行现有绩效考核体制的不足.................................................................16 2.3 文献综述与简单评析 ...............................................................................................18 3 X 行苏州分行经营部门绩效考核现状及问题分析.......................................................20 3.1 X 行苏州分行概述 ....................................................................................................20 3.1.1 X 行苏州分行情况简介......................................................................................20 3.1.2 X 行苏州分行分支机构与人员组成..................................................................21 3.1.3 X 行苏州分行经营部门特点..............................................................................21 3.2 X 行苏州分行经营部门绩效考核现状 ....................................................................22 3.3 X 行苏州分行经营部门绩效考核问题分析 ............................................................254 X 行苏州分行经营部门绩效考核方案具体设计...........................................................28 4.1 设计目的及原则 .......................................................................................................28 4.1.1 设计目的.............................................................................................................28 4.1.2 设计原则.............................................................................................................28 4.2 绩效考核指标方案具体设计 ...................................................................................29 4.2.1 考核方法的选择.................................................................................................29 4.2.2 考核维度的确定.................................................................................................29 4.2.3 考核指标的确定.................................................................................................30 4.2.4 考核计分方法的确定.........................................................................................33 4.2.5 考核指标计分规则表.........................................................................................34 4.3 绩效考核应用方案具体设计 ...................................................................................37 4.3.1 考核组织及对象.................................................................................................37 4.3.2 考核系统平台.....................................................................................................39 4.3.3 考核周期及流程.................................................................................................40 4.3.4 考核结果及其应用.............................................................................................41 4.3.5 考核复议申请及处理.........................................................................................42 5 X 行苏州分行经营部门绩效考核方案实施保障措施...................................................44 5.1 组织与人员保障 .......................................................................................................44 5.2 文化与信息化保障 ...................................................................................................44 5.3 反馈与应用保障 .......................................................................................................45 6 结论与展望......................................................................................................................47 6.1 结论 ............................................................................................................................47 6.2 展望 ............................................................................................................................48