Q支行人员绩效管理方案再设计资料材料.docVIP

摘要 PAGE PAGE 2 PAGE PAGE 7 摘要 我国金融市场中，大量外资银行的涌入，使得商业银行竞争已处于白热化阶段，各大商业银行不仅与国内银行竞争，还要面对外资银行的挑战，Q支行正处在从农村信用社向股份制商业银行转型初期阶段，需要摒弃吃大锅饭思想，完善绩效管理体系，激发员工干事创业的积极性，是发展的必然趋势。传统的绩效管理过于依赖财务指标来衡量经营业绩，忽视了非财务指标在银行未来发展战略中的重要作用。因此，建立科学、有效、符合实际、符合发展的绩效管理体系是发展的必然趋势。一种新的绩效管理和评估工具——平衡计分卡应运而生，它通过财务、客户、内部流程、学习和成长四个维度对组织的战略目标层层分解，战略指导意义作用突出，有限避免了传统绩效管理基于财务指标的局限性。 本文中，笔者在详细分析了商业银行绩效管理理论的基础上，以Q支行的绩效管理为例，通过问卷调查，对Q支行人员绩效管理体系现状进行深入分析，在确定Q支行目前的绩效考核标准体系的不足及其原因的基础上，重新设计Q支行人员的绩效管理制度。首先明确了绩效管理体系改进的原则与目标，运用平衡计分卡的理论模型确定关键绩效指标，通过层次分析法对指标权重进行赋值，对现行考核指标进行改进。其次，对充分体现考核主体的职责，优化考核有关办法，完善考核的流程，缩短考核周期，并对考核结果加以利用等方面提出建议。最后从高层领导的重视、监督机制的建立、信息系统、企业文化建设等方面提出了保障措施，确保新的绩效管理方案顺利实施。通过对 Q支行人员绩效管理体系的再设计，帮助Q支行优化员工管理，提升科学管理水平，调动员工工作积极性。 关键词：平衡计分卡， 商业银行， 绩效管理 ABSTRACT ABSTRACT In the financial market in China, an influx of foreign Banks, makes the commercial bank competition has in the white-hot stage, each big commercial bank not only compete with domestic Banks, also face the challenge of foreign Banks, Q branch are from the rural credit cooperatives in the initial stage of transition to joint-stock commercial Banks, to abandon eating big-pot roce thought, improving the performance management system, stimulate the staffs enthusiasm, the clerkstarts is inevitable trend of development. Traditional performance management relies too much on financial indicators to measure business performance and ignores the important role of non-financial indicators in the future development strategy of Banks. Therefore, it is an inevitable trend to establish a scientific, effective, realistic and developmental performance management system. Balanced scorecard, a new performance management and evaluation tool, came into being. It can decompose the strategic objectives of an organization layer by layer through four dimensions of finance, customer, internal process, learning and growth. It plays a prominent role in strategic guidance and avoids the limitations of traditional performance management based on financial indicators.