为了更好地履行作为当地农业政策性银行的金融机构职能、促进银行高质 量业务发展，不断提升人力资源工作科学化、规范化和精细化水平，充分激发 员工的主动能动性，调动员工的工作积极性，发挥员工的创造性，增强员工对 企业文化价值的认同，提高政策性银行的服务水平和服务质量，提升银行管理 水平和银行核心竞争力。中国农业发展银行天水市分行（以下简称农发行天水 市分行）必须根据金融市场发展和国内经济环境的变化，优化改进目前农发行 天水市分行员工绩效管理方案，分析各个岗位需求，按照员工自身能力特点进 行人岗匹配，最大程度地发挥出所有员工的特长和潜力，更好地与全行高质量 发展衔接配套。通过全体员工参与绩效管理，进一步优化组织管理，改进人员 管理。 本文以农发行天水市分行员工绩效管理改进方案为研究主题，依据绩效管 理相关理论，采用调查问卷方法，对目前农发行天水市分行员工绩效管理现状 和问题进行调查并分析，找出问题产生的原因。在此基础上，结合农发行天水 市分行当前人力资源改革的实际，从绩效计划、绩效考核指标、绩效反馈、绩 效考核结果应用等四个方面，提出农发行天水市分行员工绩效管理改进方案， 从绩效计划着手，不断地对绩效考核指标体系进行优化，着重加强对绩效反馈 工作的运用，更加合理有效地让绩效结果达到良好的运用，建立以绩效管理为 核心的人力资源管理机制，最后，针对改进后的绩效管理方案的落地实施，指 出了实施的难点，提出了方案实施的制度保障措施。 关键词：中国农业发展银行，绩效管理，方案改进 MBA学位论文作者：冯婷中国农业发展银行天水市分行员工绩效管理改进方案研究 II ResearchontheImprovementSolutionofEmployee PerformanceManagementinAgriculturalDevelopmentBank ofChinaTianshuiBranch Abstract Inordertobetterperformthefunctionsoffinancialinstitutionsaslocalagriculturalpolicy banks,promotethehigh-qualitybusinessdevelopmentofbanks,constantlyimprovethe scientific,standardizedandrefinedlevelofhumanresourceswork,fullystimulatetheinitiative ofemployees,mobilizetheenthusiasmofemployees,givefullplaytothecreativityof employees,enhancetherecognitionofemployeesoncorporateculturalvalue,improvethe servicelevelandqualityofpolicybanks,andimprovethemanagementlevelandcore competitivenessofbanks,TheAgriculturalDevelopmentBankofChinaTianshuibranch (hereinafterreferredtoasTheAgriculturalDevelopmentBankofChinaTianshuibranch)must optimizeandimprovethecurrentperformancemanagementplanofemployeesofTianshui branchofAgriculturalDevelopmentBankofChina,analyzetheneedsofeachposition,match thepositionsaccordingtothecharacteristicsofemployees'ownabilities,maximizethestrengths andpotentialofallemployees,andbetterconnectwiththebank'shigh-qualitydevelopment. Throughtheparticipationofallemployeesinperformancemanagement,furtheroptimize organizationalmanagementandimprovepersonnelmanagement. ThispapertakestheimprovementsolutionofemployeeperformancemanagementinThe AgriculturalDevelopmentBankofChinaTianshuibranchastheresearchsubject,accordingto therelevanttheoryofperformancemanagement,usingthemethodofquestionnaire,investigates andanalyzesthecurrentsituationandproblemsofperformancemanagementofTianshuibranch ofAgriculturalDevelopmentBankofChina,andfindsoutthecausesoftheproblems.Onthis basis,combinedwiththerealityofthecurrenthumanresourcesreformofTheAgricultural DevelopmentBankofChinaTianshuibranch,fromthefouraspectsofperformanceplan, performanceevaluationindex,performancefeedbackandapplicationofperformanceevaluation results,thispaperputsforwardtheimprovementschemeofperformancemanagementofThe AgriculturalDevelopmentBankofChinaTianshuibranch,startingfromperformanceplan, MBA学位论文作者：冯婷中国农业发展银行天水市分行员工绩效管理改进方案研究 III continuouslyoptimizestheperformanceevaluationindexsystem,andfocusesonstrengthening theperformancefeedbackworkTheuseofperformancemanagement,morereasonableand effectivetoachievegooduseofperformanceresults,toestablishperformancemanagementas thecoreofhumanresourcesmanagementmechanism. Keywords:TheAgriculturalDevelopmentBankofChina,performancemanagement, improvementsolution. MBA学位论文作者：冯婷中国农业发展银行天水市分行员工绩效管理改进方案研究 IV 目录 中文摘要......................................................................................................I Abstract........................................................................................................II 第一章绪论................................................................................................1 1.1研究背景及意义............................................................................................1 1.1.1研究背景................................................................................................1 1.1.2研究意义................................................................................................1 1.2研究内容与方法............................................................................................2 1.2.1研究内容................................................................................................2 1.2.2研究方法................................................................................................5 第二章相关理论概述...............................................................................7 2.1绩效管理相关概念........................................................................................7 2.1.1绩效的概念............................................................................................7 2.1.2绩效管理的概念....................................................................................8 2.1.3激励相关理论.........................................................................................9 2.2绩效管理相关工具........................................................................................9 2.2.1目标管理.................................................................................................9 2.2.2关键绩效指标.......................................................................................10 2.2.3平衡计分卡...........................................................................................10 第三章农发行天水市分行员工绩效管理现状分析...........................12 3.1农发行基本情况..........................................................................................12 3.1.1农发行天水市分行基本情况..............................................................12 3.1.2农发行天水市分行的任务和业务范围..............................................12 3.2农发行天水市分行员工绩效管理现状......................................................13 3.2.1农发行天水市分行员工绩效管理实施的基本情况..........................13 MBA学位论文作者：冯婷中国农业发展银行天水市分行员工绩效管理改进方案研究 V 3.2.2农发行天水市分行员工绩效管理调查问卷......................................19 3.2.3农发行天水市分行员工绩效管理存在的问题..................................21 3.2.4农发行天水市分行员工绩效管理问题原因分析..............................23 第四章农发行天水市分行员工绩效管理改进方案.............................25 4.1绩效管理方案改进的总体思路与原则.......................................................25 4.1.1总体思路..............................................................................................25 4.1.2改进的原则..........................................................................................25 4.2制订绩效计划...............................................................................................26 4.2.1绩效计划的内容...................................................................................27 4.2.2绩效计划的制订...................................................................................27 4.3改进现有的绩效指标体系..........................................................................28 4.3.1调整现有考评指标和权重...................................................................29 4.3.2设计部门和个人的绩效指标体系.......................................................33 4.4完善绩效考核与评价...................................................................................35 4.4.1遵循科学的绩效考评步骤...................................................................35 4.4.2选择适宜的绩效考评方式...................................................................36 4.5制订绩效反馈