中国农业银行LY支行绩效考核体系的研究 中国农业银行伴随着金融政策的改革以及市场环境的变化，跟随国家政策的导向， 不断适应金融环境的更替，为客户提供适合其发展的金融服务。在全球市场竞争的环 境下，农业银行努力争夺金融市场资源，在维护现有客户的基础上努力拓宽新的客户 资源，在国际、国内竞争的机制下改革就成了顺应市场变化的有力方法。中国农业银 行是总行管理制的股份银行，其下辖省级一级分行、地市级二级分行以及区县级一级 支行多个层级，一级支行是直接面向客户的重要单元，其业务能力的高低决定了区域 内农业银行的市场占有份额。随着金融市场主体的日趋多元化、市场竞争的日益加剧， 农业银行经营效益面临压力，其内部绩效考核面临挑战。面对日趋同质化的金融产品， 如何让员工提高营销能力和生产积极性成为了各家商业银行管理方面的重点，为实现 可持续发展、提高核心竞争力，各地农业银行适时开展了以绩效管理工作为重点的人 力资源管理改革工作。对于中国农业银行来说，改革的成败直接取决于是否能够实现 绩效考核体系的优化。 本文以中国农业银行LY支行为研究案例，采取资料搜集、调查访问等多种研究方 法，对银行现有的绩效考核工作进行梳理，对问题进行总结，并对问题产生的原因进 行分析，找准深入推进绩效考核体系完善的切入点，充分借鉴和吸收国内外先进商业 银行的经营理念以及同层级优秀商业银行的典型案例，融入现代化绩效考核理念，完 善细化绩效考核方式、指标、思路、架构及流程，从支行部门层面和主要人员层面着 手，细化考核指标，优化考核体系，对激励员工工作积极性，保持工作热情有借鉴意 义。同时，完善后的员工绩效考核体系，其结果的应用与银行的战略目标相一致。银 行根据绩效考核结果，以此为依据改进日常管理方式，凝聚广大员工共识，完善激励 机制，最大限度激发员工工作积极性，促进中国农业银行LY支行各项业务平稳快速发 展。 关键词： 农业银行，绩效考核，优化设计 III Abstract ResearchonPerformanceAppraisalSystemofLYBranch ofAgriculturalBankofChina Withthereformoffinancialpolicyandthechangeofmarketenvironment,Agricultural BankofChinahasbeenadaptingtothechangeoffinancialenvironmentandproviding customerswithfinancialservicessuitablefortheirdevelopment.Undertheenvironmentof globalmarketcompetition,AgriculturalBankofChinastrivestocompeteforfinancial marketresources,andtriestoexpandnewcustomerresourcesonthebasisofmaintaining existingcustomers.Underthemechanismofinternationalanddomesticcompetition,reform hasbecomeapowerfulmethodtoadapttomarketchanges.AgriculturalBankofChinaisa joint-stockbankunderthemanagementoftheheadoffice.Ithasseverallevelsofbranchesat theprovinciallevel,thesecondlevelattheprefecturelevelandthefirstlevelatthedistrict andcountylevel.Thefirstlevelsubbranchisanimportantunitdirectlyfacingcustomers, anditsbusinesscapacitydeterminesthemarketshareofAgriculturalBankofChinainthe region.Withthediversificationoffinancialmarketentitiesandtheincreasinglyfierce marketcompetition,theoperationefficiencyofAgriculturalBankofChinaisfacing pressure,anditsinternalperformanceevaluationisfacingchallenges.Inthefaceof increasinglyhomogeneousfinancialproducts,howtomakeemployeesimprovetheir marketingabilityandproductionenthusiasmhasbecomethefocusofcommercialbanks' management.Inordertoachievesustainabledevelopmentandimprovecorecompetitiveness, agriculturalbanksofChinahavetimelycarriedouthumanresourcemanagementreform focusingonperformancemanagement.FortheAgriculturalBankofChina,thesuccessor failureofthereformdirectlydependsonwhethertheperformanceappraisalsystemcanbe optimized. BasedonthecasestudyofLYbranchbehaviorofAgriculturalBankofChina,this paperusesvariousresearchmethodssuchasdatacollection,investigationandinterviewto sortouttheexistingperformanceappraisalworkofthebank,summarizetheproblems,and analyzethecausesoftheproblems,soastofindoutthebreakthroughpointtofurther promotetheimprovementoftheperformanceevaluationsystem,andfullydrawonand absorbthebusinessphilosophyofadvancedcommercialbanksathomeandabroadAswell asthetypicalcasesofexcellentcommercialbanksatthesamelevel,weshouldintegratethe modernperformanceappraisalconcept,improveandrefinetheperformanceappraisal IV methods,indicators,ideas,structureandprocess.Weshouldstartfromthesubbranch departmentlevelandthemainpersonnellevel,refinetheassessmentindicatorsandoptimize theassessmentsystem,whichhasreferencesignificancetomotivatethestafftowork activelyandmaintaintheirworkenthusiasm.Atthesametime,theapplicationofthe improvedemployeeperformanceappraisalsystemisconsistentwiththebank'sstrategic objectives.Accordingtotheresultsofperformanceappraisal,thebankimprovesthedaily managementmode,condensestheconsensusofthestaff,improvestheincentivemechanism, stimulatesthestaff'sworkenthusiasmtothemaximumextent,andpromotesthestableand rapiddevelopmentofvariousbusinessesofLYsubbranchofAgriculturalBankofChina. Keywords: AgriculturalBankofChina,PerformanceAppraisal,OptimizedDesign V 目录 第1章绪论.......................................................................................................1 1.1研究的背景和意义...................................................................................1 1.2研究的目的及内容...................................................................................2 1.2.1研究的目的.........................................................................................2 1.2.2研究的内容.........................................................................................3 1.3研究的思路与方法...................................................................................4 第2章相关理论基础知识的概述..................................................................5 2.1绩效考核的定义.......................................................................................5 2.1.1绩效的概念.........................................................................................5 2.1.2绩效考核的概念.................................................................................5 2.2绩效考核的模式.......................................................................................6 2.2.1目标管理法.........................................................................................6 2.2.2360度绩效考核法.............................................................................6 2.2.3经济增加值(EVA理论)法.................................................................7 2.2.4平衡计分卡(BSC)法..........................................................................7 2.2.5关键绩效指标(KPI)法.......................................................................8 2.3绩效考核体系的组成..............................................................................8 2.3.1制定绩效考核计划............................................................................8 2.3.2绩效考核实施.....................................................................................9 2.3.3绩效反馈与沟通.................................................................................9 2.3.4绩效考核结果运用............................................................................9 第3章中国农业银行LY支行绩效考核工作现状的分析.........................11 3.1LY支行经营发展概况介绍...................................................................11 VI 3.2LY支行部门员工构成情况分析..........................................................12 3.3LY支行绩效考核工作现状描述..........................................................13 3.3.1绩效考核组织结构..........................................................................13 3.3.2绩效考核标准和方法......................................................................13 3.3.3LY支行绩效考评问卷调查情况....................................................15 3.4LY支行绩效考核工作存在问题归纳..................................................17 3.4.1LY支行绩效考核体系中存在的问题............................................17 3.4.2LY支行绩效考核问题的成因探究................................................19 第4章中国农业银行LY支行绩效考核体系的优化.................................22 4.1LY支行绩效考核体系优化的原则......................................................22 4.1.1战略导向原则...................................................................................22 4.1.2科学指引原则.....................................................................