I 摘要 支行行长属于商业银行中的高级管理人员，是营业机构或基层网点的最高管理 者。支行行长作为基层的负责人、一线的领导者，是银行关注的重点，也是发展中重 要的人力支撑点。商业银行的绩效管理研究起源于上世纪七十年代，研究内容大多针 对绩效管理的理论梳理以及绩效考核工具的运用，针对中小银行及城商行的绩效管理 的研究较少，尤其专门针对支行行长绩效管理的研究鲜有。随着商业银行不断地改革， 对于支行行长也赋予了新的定义和定位，对于支行行长的绩效管理也日渐成为银行管 理的重要工作之一。同时，研究中也发现无论是学界还是企业管理界，目前针对支行 行长绩效管理的研究属于热点问题，因此本文选取支行行长绩效管理进行研究具有理 论和实践意义。 本人在JN银行总行人力资源部工作，在实际工作中发现，支行行长的绩效管理 方面存在一些问题，尤其存在对支行行长的考核不全面、激励不到位以及考核结果运 用不足等诸多问题；同时在与同业交流中，发现不单单是JN银行存在这些问题，在 其他银行中也存在着这些突出矛盾及问题，从而影响了支行行长这一岗位工作效果的 最大化和最优化。 文献研究发现，通过进一步优化绩效管理能解决上述问题，更有效的作用于银行 的经营战略。在国内外针对商业银行绩效管理研究的基础上，进一步深入细致的研究 城商行支行行长对绩效管理的应用。本篇论文共包括五个部分，第一部分是绪论。第 二部分对一些概念进行综合阐述，如绩效、绩效管理以及其两者之间的关系等内容。 第三部分论述JN银行支行行长绩效管理现状和对目前绩效管理问题进行分析。第四 部分以构建了绩效管理改进方案。第五部分介绍了绩效管理方案改进的实施保障。 本文以绩效管理各项理论为工具，应用绩效管理的绩效的明确计划、沟通、考核 以及应用反馈等四个方面，深入分析JN银行支行行长绩效管理的现状，提出支行行 长绩效管理的优化方案，解决绩效计划不全面、绩效沟通欠缺、绩效考核工具单一、 考核结果运用不足等问题，从而针对该领域补充了相关理论研究，也为其他同业机构 支行行长绩效管理方案的设计和改进提供了新的思路，具有一定的理论和实践意义。 关键词： JN银行；支行行长；绩效管理；优化设计 JN银行支行行长绩效管理研究 II Abstract The Sub-branch Manager is a senior manager in a commercial bank and the top manager of a business organization or a Sub-branch. The Sub-branch Manager as the managers and front-line leaders at the grassroots level are the focus of banks and the important manpower support points in their development. The research on the performance management of commercial banks started in the 1970s. Most of the research contents focus on the theoretical analysis of performance management and the application of performance assessment tools. There were few studies on the performance management of small and medium-sized banks and city banks. In particular, there was less research on the performance management of Sub-branch Manager. With the continuous reform of commercial banks, the Sub-branch Manager has also been given a new definition and positioning, and the performance management of the Sub-branch Manager has gradually become one of the important tasks of bank management. At the same time, the study also found that both the academic community and the corporate management community, the current research on Sub-branch Manager performance management is a hot issue, that is, the study of this issue has a certain theoretical and practical significance. t. I work in the Human Resources Department of JN Bank. After the reform and operation, I found that there are some problems in the performance management of the Sub-branch Manager. In particular, there are many problems such as the incomplete assessment of the Sub-branch Manager, the lack of motivation and the insufficient application of assessment results. At the same time, I found that JN Bank not only has these problems but also those prominent contradictions and problems in other banks, which has affected the maximization and optimization of the job performance of the Sub-branch Manager. Through literature research I found that by further optimizing performance management can solve the above problems, more effective role in the bank's business strategy. Based on the research of performance management of commercial banks both at home and abroad, we further study the application of performance management to the Sub-branch Manager of city commercial bank. This thesis consists of five parts. The first part is introduction. The second section comprehensively describes some concepts, such as performance, performance management, and the relationship between them. The third part discusses the status quo of performance management of JN Bank Sub-branch Manager and Abstract III analyzes the current performance management issues. The fourth part to build a performance management improvement program. The fifth part introduces the improved implementation guarantee of performance management plan. In this paper, the performance management theory as a tool, through the four aspects of performance management: performance planning, performance communication, performance appraisal and performance feedback and application. In-depth analysis of the status quo of the performance management of the Sub-branch Manager, put forward the optimization program of Sub-branch Manager performance management to solve the problems of incomplete performance plan, lack of performance and communication, single performance appraisal tool, insufficient appraisal result. Thus supplementing the relevant theoretical research in this field, and also providing new ideas for the design of the performance management plan for other branches of the same trade branches. Regardless of theory or practice, it is of great significance. Keywords: JN Bank; Sub-branch Manager; Performance Management; Optimize Design JN银行支行行长绩效管理研究 IV 目 录 第1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 选题的意义 ...................................................................................................................... 2 1.2 研究方法和技术路线 .......................................................................................................... 2 1.2.1 研究方法.......................................................................................................................... 2 1.2.2 技术路线.......................................................................................................................... 3 1.3 研究内容和创新之处 .......................................................................................................... 3 1.3.1研究内容........................................................................................................................... 3 1.3.2创新之处........................................................................................................................... 4 第2章 相关理论综述 ......................................................................................................... 5 2.1 绩效 ......................................................................................................................... 5 2.2 绩效管理内容 ......................................................................................................... 7 2.2.1 绩效管理.......................................................................................................................... 7 2.2.2 绩效计划.......................................................................................................................... 9 2.2.3 绩效沟通........................................................................................................................ 10 2.2.4 绩效考核........................................................................................................................ 10 2.2.5 绩效反馈和应用 ............................................................................................................ 12 2.3绩效管理方法 .....................