现代国有商业银行网点绩效管理的探讨.docxVIP

最新 精品 Word 欢迎下载 可修改 现代国有商业银行网点绩效管理的探讨 [摘要] 关键业绩指标管理是现在企业管理界比较流行的做法。国有商业银行网点的绩效管理应包括关键业绩指标管理和关键行为指标管理两局部，考核对象为网点的业务部和营销部。商业银行网点绩效指标的建立应配合商业银行总体的开展**，采用头脑风暴法或鱼骨刺图法，全员讨论取得共识，确定35个关键业绩指标，1015个关键行为指标，然后制订指标详细标准权重周期，建立评价奖惩改进等管理机制，推进网点绩效管理。商业银行网点的业务部门注重效劳和风险控制，营销部负责市场拓展，因此，网点的绩效管理考核也应有所侧重，原那么上对关键行为指标管理不得超过绩效管理权重的40%。由于国有商业银行网点绩效管理尚处在起步阶段，还存在不少问题，因此，需要我们在实践中不断探索开展和完善，使国有商业银行网点的核心竞争力不断得到提高。 [关键词] 关键业绩指标 关键行为指标 绩效管理体系 [Abstract] Key performance Index Management is a very popular model among the Enterprise Administrations. Performance Management of stateowned commercial bank branches should be comprised of two parts: Key Performance Index Management and Key Action Index Management. The object should include sales Deparement and marketing department of each branch.The establishment of the commercial bank branch should in line with the overall development strategy of commercial bank, all the employees can reach consensus by brainstorming and fishbone diagramming. Set down 35 key Performance Indexes, and 1015 Key Action Indexes,then formulate the specific criteira,weighted average,cycle, and establish some management mechanisms like assessment, rewards and punishment, and improvement to push branchs performance management mercial Banks branch?mainly focus on?service and risk control, and marketing responsible for market development, so perfomance managerment of branch should also have some , in principle, the management for key action index should not exceed 40% of the weighted average of performance management. Since performance management for stateowned commercial bank branches is still underway, it still exists?some probleom, so we need to keep on exploring, developing and improving in our practice to furture improve the core compete competency of?stateowned commercial bank?branches. [Keyword] Key Performance Indication Key Behavior Indication Performance Management’s system 目录 引言 4 一商业银行网点绩效考核的现状 4 二现代企业绩效管理的概念 4 三构建商业银行网点绩效管理体系 5 〔一〕界定职位工作职责 5 〔二〕设定绩效管理指标 5 〔三〕分