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MBA硕士毕业论文_怀宁农商行绩效考核改进研究DOC

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人力资源是一个公司最重要的资源,有效或无效的管理直接决定了企业战略目标 的实现与否。随着支付宝和微信支付等线上支付平台的崛起,银行业面对日益残酷的 市场竞争,这要求众多银行必须通过强化绩效考核来提高管理效率,进而提高自身的 核心竞争力。但是,我国绝大多数银行的绩效考核体系都不够完善,主要问题是刚性 指标的欠缺导致上级主观因素太多、考核内容与具体工作不符。这样的绩效考核体系 根本无法约束和激励员工,因此,借鉴国内外先进管理经验,研究银行绩效考核体系 的不足,制定并实施一个科学、高效的绩效考核体系是其可持续发展的必由之路。 基于文献研究和问卷调查等多种研究方法,本文以安徽怀宁农村商业银行为研究 对象,首先收集了该行过去的绩效考核资料;同时在各支行进行问卷调查之后,对其 绩效考核的现状及存在问题进行剖析和诊断;最后,运用平衡计分卡(BSC)方法确 定安徽怀宁农村商业银行的关键业绩指标(KPI)体系框架。本文的重点是运用平衡 记分卡对安徽怀宁农村商业银行进行了绩效考核体系的完善,具体如下:按员工岗位 不同,重新制定员工的 KPI 权重;制定了更加合适的绩效考核体系实施方案,以保障 新的绩效考核体系能够合理有效地运行。 本文是绩效管理及考核理论与银行应用实践的一次结合,通过研究分析员工绩效 考核的现行状况,抓住考核过程中的矛盾,利用先进的理论工具(BSC、KPI 和 360 度考核方法)优化绩效考核体系和实施方案。本研究所利用的理论、工具和方法不仅 有利于安徽怀宁农村商业银行的运行与战略发展,也同样可以为其它银行的绩效考核 的优化提供一定的借鉴。 关键词:员工绩效考核;平衡计分卡;指标优化I ABSTRACT Human resource is the most important resource of a company, the effective or ineffective management directly determines the realization of the enterprise's strategic goal. With the rise of Alipay and Wechat payment platforms, banks have to improve their core competitiveness in the face of increasingly brutal market, and it is a common means for many banks to improve their management efficiency by strengthening performance appraisal. However, most of the bank's performance appraisal system is not perfect, the main problem is that too little rigidity index leads to too much subjective factors, the assessment content and specific work do not match. Such performance appraisal system can not restrain and motivate employees, therefore, the study of the shortcomings of the Bank performance appraisal system, reference to domestic and foreign advanced management experience, the establishment of a scientific, systematic and efficient performance appraisal system is the only way to sustainable development. Based on the multiple methods of literature research and questionnaire survey, this paper takes Anhui Huaining Rural Commercial Bank as the research object, first collects the data of the past performance appraisal of the Bank, and carries on the questionnaire survey. Thus, it can analyze and diagnose the present situation and problems of performance appraisal, which provides a clear focus for optimizing its performance appraisal system. On this basis, using the Balanced Scorecard (BSC) method to determine the Key Performance Indicators (KPI) system framework of Anhui Huaining Rural Commercial Bank, and redesign employee's KPI weight Finally, a suitable performance appraisal system is put in place to ensure that the new performance appraisal system can run reasonably and effectively. This paper is a combination of performance management and evaluation theory and banking practice, through research and analysis of the current status of staff performance appraisal, grasp the contradictions in the assessment process, using advanced theoretical tools (BSC, KPI and 360 Performance System) to optimize performance appraisal system and implementation plan. The theory, tools and methods used in this research are not only beneficial to the operation and strategic development of Anhui Huaining Rural Commercial Bank, but also can provide some reference for the optimization of other banks ' performance evaluation.II KEYWORDS: Employee Performance Assessment; Balanced Score Card; Index Optimization1 目 录 第一章 绪论 ······················· 1 第一节 研究背景与研究意义 ........................................................................................1 一、研究背景........................................................1 二、研究意义........................................................1 第二节 文献综述 ............................................................................................................2 一、国外研究现状....................................................2 二、国内研究现状....................................................3 第三节 研究方法 ............................................................................................................5 一、文献研究法......................................................5 二、问卷调查法......................................................5 三、案例分析法......................................................5 第四节 研究内容与思路 ................................................................................................5 第二章 绩效考核的基本理论 ················ 7 第一节 基础概念 ............................................................................................................7 一、绩效............................................................7 二、绩效考核........................................................7 第二节 绩效考核的方法 ................................................................................................7 三、平衡计分卡(BSC)...............................................8 四、关键绩效指标(KPI).............................................9 五、360 度考核法 ....................................................9 六、目标管理法(MBO)..............................................10 第三节 绩效考核的内容和程序 ..................................................................................11 一、绩效考核的内容.................................................11 二、绩效考核的程序.................................................11 第三章 怀宁农商行绩效考核现状 ·············· 132 第一节 怀宁农商行基本情况...................................................................................... 13 第二节 怀宁农商行绩效考核方案与实施.................................................................. 14 一、 绩效考核方案 ................................................. 14 二、 绩效方案实施 ................................................. 21 第四章 怀宁农商行绩效考核存在问题及原因分析········ 22 第一节 问卷调查及数据分析...................................................................................... 22 一、问卷调查设计 .................................................. 22 二、问卷调查数据分析 .............................................. 22 第二节 现行绩效考核方面存在的问题及原因.......................................................... 26 一、系数设置问题 .................................................. 26 二、指标设置问题 .................................................. 26 三、绩效考评主体问题 .............................................. 27 四、绩效结果反馈问题 .............................................. 27 第五章 优化怀宁农商行员工绩效考核的建议·········· 28 第一节 绩效考核改进的目的及原则............................................................................ 28 一、绩效考核改进的目的 ............................................ 28 二、绩效考核改进的原则 ............................................ 28 第二节 具体改进措施.................................................................................................. 29 一、绩效考核体系的改进 ............................................ 29 二、绩效指标(数量、占分比和评判标准)的改进 ...................... 29 三、绩效主体互动机制的建立 ........................................ 34 四、绩效反馈机制的改进 ............................................ 34 第六章 结论与展望 ···················· 36