信息技术的快速发展，让各个领域都迎来了信息化的变革。尤其是在金融领 域中互联网金融的快速发展，给传统银行也带来了极为严峻的挑战，银行不得不 通过各种手段来提高自身的发展效益和效率，利用绩效考核手段，提高管理效率， 是银行目前最为常用的一种提高自身效益的方式。但是从具体情况来看，我国大 多数银行目前在绩效考核体系建设方面都存在着很多的问题，常见的问题有考核 指标和工作内容的不匹配、考核指标刚性水平较低等问题。这些问题的存在严重 制约了绩效考核体系对于员工的激励作用和约束作用。所以对于银行来说，积极 借鉴国内外先进管理经验，对绩效考核体系作出进一步的改善，同时进一步提升 绩效考核体系对自身发展需求的满足度，是目前银行持续发展的必要手段。 M 银行拥有资源丰富，位置优越，优秀人才储备量大的优势。但是随着互联 网金融的冲击，在近几年的发展过程中，银行出现了较为严重的人员流失问题， 在岗人员的工作热情和工作积极性被严重削弱，部分业务的正常流转也因此受到 了较为严重的影响，部分客户资源被流失人员带走。目前，M 银行在内部管理方 面存在员工待遇水平下降，效益下降和员工抱怨考核不合理的问题。其主要原因 在于现有的基层员工绩效考核方案不分岗位，都使用同一种绩效考核表，造成绩 效考核结果缺乏针对性、绩效考核效果的实施不利，从而对该银行的绩效考核实 施产生影响，导致绩效考核制度得不到有效的落实。为摆脱危机，稳定经营，M 银行将对银行内部基层员工的绩效考核方案进行优化。 文章选择 M 银行作为研究案例，对该银行现阶段面向基层工作人员的绩效考 核进行重点分析，基于调查研究了解到该银行现阶段对基层员工的绩效考核体系 不够完善，在此基础上总结该银行现阶段在基层员工绩效考核方面的问题和不足 并分析成因，基于绩效考核理论，进而针对该银行现阶段绩效考核的实际情况提 出有针对性的改进建议，并为这些建议的落实提出具体的保障措施。具体研究内II 容为在分析研究背景的前提下，阐述了相关的研究现状，继而对关于员工绩效考 核的研究理论进行总结，从而为论文研究案例银行基层员工绩效考核提供理论依 据。考虑到论文研究案例 M 银行的基层员工绩效考核的实际情况，本文尝试对 M 银行基层员工的绩效考核方案优化问题展开研究。 关键词：M 银行基层员工，基层员工绩效考核，绩效考核方案优化，KPIIII Research on Optimization of Performance Appraisal Scheme for Grass-roots Employees of M bank Abstract The rapid development of information technology has ushered in informatization changes in all fields. In particular, the rapid development of Internet finance in the financial field has also brought extremely severe challenges to traditional banks. Banks have to use various means to improve their own development benefits and efficiency, and use performance evaluation methods to improve management efficiency. Banks are currently the most commonly used means to improve their own efficiency. However, judging from the specific situation, most banks in my country currently have many problems in the construction of performance appraisal system. Common problems include the mismatch of appraisal indicators and work content, and the low rigidity of appraisal indicators. The existence of these problems severely restricts the incentive and restraint effects of the performance appraisal system on employees. Therefore, for banks, actively learning from the advanced management experience at home and abroad to make further improvements to the performance appraisal system, and at the same time to further enhance the performance appraisal system to meet their own development needs, is a necessary means for the bank's sustainable development. M bank has excellent geographical location, rich customer resources and excellent talents, and the staff loss is serious in recent two years. The turnover of some outstanding talents has not only seriously affected the enthusiasm and cohesion of the employees, but also affected the normal operation of the business. It also caused the loss of customer resources, the decline of M bank's benefit and the decline of employee's income. The grass-roots employees in the bank generally complained about the unreasonable performance appraisal and the mismatching of income and payment. The main reason is that the existing performance appraisal schemes for grass-roots employees do not divide into different positions and use the same performance appraisal form, which leads to poor pertinence of performance appraisal, unfavorable implementation of performance appraisal effect, and finally leads to the performanceIV appraisal of M bank becoming mere formality. In order to get rid of the crisis and stabilize the operation, M bank will optimize the performance appraisal scheme of the bank's grass-roots staff. This article selects Bank M as a research case to analyze the bank’s performance appraisal for grassroots staff at the current stage. Based on the investigation and research, it is understood that the bank’s performance appraisal system for grassroots staff is not perfect at this stage, and summarizes the bank on this basis. At this stage, the problems and deficiencies in the performance appraisal of grass-roots employees are analyzed and the causes are analyzed. Based on the performance appraisal theory, targeted improvement suggestions are proposed for the actual situation of the bank’s current performance appraisal, and specific guarantees are provided for the implementation of these suggestions Measures. The specific research content is based on the analysis of the research background, expounds the relevant research status, and then summarizes the research theories on employee performance appraisal, so as to provide a theoretical basis for the thesis research case bank staff performance appraisal. Taking into account the actual situation of the performance appraisal of the grassroots employees of Bank M, this paper attempts to study the optimization of the performance appraisal program of the grassroots employees of Bank M. Key words: M bank grassroots staff, grassroots staff performance appraisal, Optimization of performance appraisal scheme, KPIV 目录 摘要....................................................................................................................................I Abstract............................................................................................................................III 第 1 章 绪论.....................................................................................................................1 1.1 研究背景与意义.................................................................................................1 1.1.1 研究背景...................................................................................................1 1.1.2 研究意义...................................................................................................2 1.2 相关研究现状.....................................................................................................2 1.2.1 国内研究现状...........................................................................................2 1.2.2 国外研究现状...........................................................................................4 1.2.3 文献评述...................................................................................................5 1.3 研究方法与研究内容.........................................................................................5 1.3.1 研究方法...................................................................................................5 1.3.2 研究内容...................................................................................................6 1.4 研究创新点.........................................................................................................7 第 2 章 相关概念界定及基础理论概述.........................................................................8 2.1 相关概念界定.....................................................................................................8 2.1.1 银行基层员工...........................................................................................8 2.1.2 银行系统员工绩效考核...........................................................................8 2.2 基础理论概述...................................................................................................10 2.2.1 KPI 绩效评价理论...................................................................................10 2.2.2 公平理论................................................................................................. 11 2.2.3 期望理论................................................................................................. 11 第 3 章 M 银行基层员工绩效考核现状及问题分析...................................................13 3.1 M 银行基本情况................................................................................................13 3.1.1 M 银行简介..............................................................................................13 3.1.2 M 银行经营状况分析..............................................................................14 3.1.3 M 银行组织结构分析..............................................................................14VI 3.2 M 银行基层员工绩效考核现状分析................................................................15 3.3 M 银行基层员工绩效考核存在的问题............................................................16 3.3.1 绩效考核内容针对性差.........................................................................16 3.3.2 绩效考核结果应用不到位.....................................................................16 3.3.3 管理人员对绩效考核认识有局限性.....................................................16 3.3.4 绩效考核激励不足.................................................................................17 第 4 章 M 银行基层员工绩效考核方案优化设计.......................................................18 4.1 绩效考核方案优化的目标...............................................................................18 4.1.1 弥补现有考核方案不足.........................................................................18 4.1.2 提高银行经营管理水平.........................................................................18 4.2 绩效考核方案优化的原则...............................................................................19 4.2.1 战略导向原则.........................................................................................19 4.2.2 “二八”指标原则.......................................................................................19 4.2.3 动态优化原则.........................................................................................19 4.3 绩效考核方案优化的设计思路.......................................................................20 4.4 绩效考核方案优化内容...................................................................................21 4.4.1 绩效考核指标及权重优化.....................................................................21 4.4.2 绩效考核流程优化.................................................................................36 4.4.3 绩效考核方案优化要点.........................................................................37 第 5 章 M 银行基层员工绩效考核方案优化实施与保障措施...................................38 5.1 绩效考核实施...................................................................................................38 5.1.1 绩效考核实施前的准备.........................................................................38 5.1.2 制定绩效考核计划.................................................................................39 5.1.3 绩效考核实施流程.................................................................................40 5.2 绩效考核优化保障措施...................................................................................40 5.2.1 加强企业文化建设.................................................................................40 5.2.2 增强员工绩效培训.................................................................................42 5.2.3 完善激励约束机制.................................................................................43 第 6 章 结论与展望.......................................................................................................44 6.1 研究结论...........................................................................................................44 6.2 研究不足与展望...............................................................................................44 6.2.1 研究不足之处.........................................................................................44目录 VII 6.2.2 展望.........................................................................................................45