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银行绩效考核方案研究-以浦发银行Z分行运营部门为例

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1 分类号,F279 学校代码,10697 密 级,公开 学 号,201531723 硕士专业学位报告 Dissertation for the Professional Degree of Master 银行绩效考核方案研究 ——以浦发银行 Z 分行运营部门为例 学科名称,工商管理 专业学位类别,工商管理硕士 作者, 王轶博 指导老师: 宋宇 西北大学学位评定委员会 二○一八年摘要 III 摘要 为了更好地实现研究目标,本文针对浦发银行 Z 分行运营部门的绩效考核情况作了 详细的案例解析,分析出了浦发银行 Z 分行绩效考核方面存在的不足之处。主要包括绩 效考核目标认识模糊、绩效考核办法单一和对绩效结果运用不充分等。最后,根据分析 得出的问题,本文提出了相应的改进对策,即 Z 分行运营部门绩效考核体系的构建。主 要包括考核体系设计目标的改进、考核体系设计原则的再设计、KPI 考核体系的构建、 绩效考核过程的完备、绩效考核结果的应用这几部分。 为了顺利完成研究,本文采用了问卷调查法、实地调研法、案例分析法、文献华体汇app安卓下载 法等理论和实践研究方法,参考绩效考核概念的“成绩排列说”、绩效考核的“双重本 质”说等理论,以浦发银行 Z 分行运营部门的绩效考核制度、绩效考核的效果为参考对 象,对企业的绩效考核问题进行了深入研究。结合 KPI 绩效考核方法的相关理论,本文 通过明确银行战略目标、建立部门级战略目标、确立关键绩效指标、设定各级指标的考 核标准的绩效考核流程来考察了 Z 分行运营部门的绩效考核机制。 经过理论层面的研究和探讨,结合实践层面对浦发银行 Z 分行运营部门的绩效考核 实际状况的分析,本文将企业经营的战略目标与绩效考核的目标结合起来进行分析,检 验了企业经营管理的战略目的与绩效管理目标之间的对应关系。研究发现,浦发银行 Z 分行运营部门的绩效考核机制存在考核定位有偏差、考核指标不够科学、考核目的与银 行战略目标脱节、绩效反馈不健全、绩效考核结果运用不到位等问题,达不到绩效考核 应有的效果。 针对这些问题,本文将 KPI 绩效考核法灵活应用到了运营部门的绩效考核体系中, 并与平衡计分法、目标管理法等绩效考核方法有机结合,最终设计出了较为科学、完备 的绩效考核体系。包括基于 KPI 的考核指标的确定、KPI 指标权重的确定、绩效考核过程 的设计、绩效反馈机制的建立与绩效反馈结果的使用等。并提出了实施的保障机制,组织 保障、思想保障、制度保障和技术保障。 本文的研究具有十分重要的意义,不仅推动了绩效考核理论的进一步发展,也有利 于优化浦发银行 Z 分行运营部门的实际运作效率;不仅有利于调动浦发银行 Z 分行运营 部门主人翁意识,还有利于调动浦发银行 Z 分行运营部门工作的积极性。通过绩效考核 改革,有利于有效调动浦发银行 Z 分行运营部门工作积极性,有利于构建合理化人力资 源的配置。III 关 键 词 ,浦发银行 Z 分行,运营部门员工,绩效考核体系,优化 研究类型,应用研究IV Abstract In order to do the research better, this paper makes a detailed analysis of the performance appraisal of the Z branch of Pufa Bank, and analyzes the shortcomings of the performance appraisal of the Z branch. The shortcomings mainly include the fuzzy recognition of performance appraisal objectives, the single performance appraisal method and the insufficient use of performance results. Finally, based on the shortcomings, this paper proposes corresponding improvement measures, that is the construction of the performance appraisal system of the Z branch. It contains the improvement of design objectives of the assessment system, the redesign of the design principles of the assessment system, the construction of the KPI assessment system, the complete performance of appraisal process, and the application of performance appraisal results. To complete the research successfully, this paper adopts the theoretical and practical research methods such as questionnaire survey, field research method, case analysis method and literature data method.The performance appraisal system and performance appraisal effect of the Z branch of Pufa Bank are taken as reference objects. Combined with the relevant theories of KPI performance appraisal methods, this paper examines the performance appraisal mechanism of the Z branch by clearly establishing the strategic objectives of development, establishing key performance indicators, and setting performance appraisal procedures for the assessment criteria of all levels of indicators. After the research and discussion of theoretical research aspect, and combined with the practical level to analyze the actual situation of the performance appraisal of the Z branch of Pufa Bank, this paper combines the strategic objectives with the objectives of performance appraisal to analyze the corresponding relationship of the objectives of the bank branch management and the objectives of the performance appraisal management. The study finds that the performance appraisal mechanism of the Z branch of Pufa Bank has some problems, such as biased assessment, insufficient scientific indicators, unbalanced assessment objectives and bank strategic objectives, imperfect performance feedback, and inadequate performance appraisal results. In response to these problems, this paper applies the KPI performance appraisal methodV flexibly to the performance appraisal system of the operation department, combines it with the performance appraisal methods such as the balanced scoring method and the goal management method, and finally designs a more scientific and complete performance appraisal system. This performance appraisal includes the determination of the KPI-based assessment indicators, the confirmation of the KPI indicator weights, the design of performance appraisal process, the establishment of performance feedback mechanism and the use of performance feedback results. It also raises some guarantee mechanism of the implementation, such as the guarantee of organizing, the guarantee of ideology, the guarantee of the system, and the guarantee of technology. The research has great significance, which not only promotes the further development of performance appraisal theory, but also helps to optimize the actual operational efficiency of operation department of the Z branch of Pufa Bank; it is not only inspires the owner's awareness of workers in the operation department of the Z branch, but also benefits to increase the enthusiasm of working in the operation department of the Z branch of Pufa Bank. Via performance appraisal reformation, the enthusiasm of working in the Z branch will rise up, and the human resources will be allocated rationally. Key words: the Z branch of Pufa Bank; Operation Department; Performance Appraisal; KPI1 目录 第 1 章 绪论.............................................................................................................................................................3 1.1 研究背景....................................................................................................................................................3 1.2 研究意义....................................................................................................................................................4 1.2.1 理论意义.........................................................................................................................................4 1.2.2 实践意义.........................................................................................................................................5 1.3 研究思路与方法........................................................................................................................................5 1.3.1 研究思路........................................................................................................................................5 1.3.2 研究的方法....................................................................................................................................6 1.4 可能的创新................................................................................................................................................7 1.4.1 完备科学的绩效考核体系............................................................................................................7 1.4.2 对 KPI 法的灵活应用.....................................................................................................................7 1.4.3 对企业战略目标与绩效考核目标的结合分析.............................................................................8 第 2 章 绩效考核理论.............................................................................................................................................9 2.1 绩效考核的相关概念.................................................................................................................................9 2.1.1 绩效的概念....................................................................................................................................9 2.1.2 绩效考核的概念............................................................................................................................9 2.2 绩效考核的目的及相关理论.....................................................................................................................9 2.2.1 理论分析........................................................................................................................................9 2.2.2 绩效考核的目的..........................................................................................................................10 2.3 商业银行绩效考核的特殊性.................................................................................................................. 11 2.3.1 商业银行绩效考核的特殊理论...................................................................................................12 2.3.2 商业银行绩效考核的特殊分析方法...........................................................................................13 2.3.3 商业银行绩效考核的特殊指标...................................................................................................14 2.4 绩效考核的具体方法............................................................................................................................. 15 2.4.1 关键绩效指标法..........................................................................................................................15 2.4.2 平衡计分法..................................................................................................................................16 2.4.3 目标管理法..................................................................................................................................16 2.4.4 360 度绩效反馈法........................................................................................................................17 2.4.5 目标与关键结果法.......................................................................................................................18 第 3 章 浦发银行 Z 分行运营部门绩效考核现状分析...................................................................................... 19 3.1 浦发银行 Z 分行运营部门基本情况.....................................................................................................19 3.1.1 Z 分行运营部门概况与组织架构................................................................................................19 3.1.2 Z 分行运营部门战略目标............................................................................................................21 3.2 绩效考核的现状...................................................................................................................................... 22 3.2.1 绩效考核的概况...........................................................................................................................22 3.2.2 绩效考核指标的制定...................................................................................................................24 3.2.3 绩效考核的执行..........................................................................................................................25 3.2.4 问卷调查及结果分析..................................................................................................................26 3.2.5 绩效考核的结果..........................................................................................................................29 3.3 浦发银行 Z 分行绩效考核的问题分析.................................................................................................30 3.3.1 考核定位出现了偏差...................................................................................................................30 3.3.2 考核指标不够科学.......................................................................................................................31 3.3.3 考核目的与战略目标脱节...........................................................................................................32 3.3.4 绩效反馈不健全...........................................................................................................................33 3.3.5 绩效考核结果运用不到位...........................................................................................................34 第 4 章 Z 分行运营部门绩效考核体系改进方案............................................................................................... 36 4.1 Z 分行运营部门绩效考核体系设计目标...............................................................................................36 1 实现浦发银行 Z 分行运营部门战略目标与个人目标的一致.........................................................36 2.实现浦发银行 Z 分行运营部门现代化高效管理目标.....................................................................36 3 在员工与管理层之间建立一个良好有效的沟通途径和平台.........................................................36 4 让员工变得更加自信,人才变得更具价值。.................................................................................36 4.2 Z 分行运营部门绩效考核范围...............................................................................................................362 4.3 绩效考核体系设计原则......................................................................................................................... 37 1 合理稳健原则.....................................................................................................................................37 2 战略导向原则.....................................................................................................................................37 3 可达成原则.........................................................................................................................................37 4 稳定与创新并存原则.........................................................................................................................37 5 以平时考核为主原则.........................................................................................................................38 6 全面客观原则.....................................................................................................................................38 4.4 浦发银行 Z 分行运营部门 KPI 体系构建..............................................................................................38 4.4.1 基于 KPI 的考核指标的确定.......................................................................................................38 4.4.2 KPI 指标权重确定........................................................................................................................40 4.5 浦发银行 Z 分行运营部门绩效考核过程..............................................................................................41 4.5.1 绩效考核实施步骤......................................................................................................................41 4.5.2 绩效考核周期..............................................................................................................................42 4.5.3 绩效考核方式..............................................................................................................................42 4.5.4 绩效考核评分标准......................................................................................................................43 4.6 绩效考核反馈与结果应用......................................................................................................................43 4.6.1 建立有效的绩效反馈机制...........................................................................................................43 4.6.2 绩效结果应用..............................................................................................................................43 1.调整薪酬.............................................................................................................................................44 2.岗位调整.............................................................................................................................................44 3.职位晋升.............................................................................................................................................45 4.培训培养.............................................................................................................................................45 第 5 章 绩效考核实施的保障措施.......................................................................................................................46 5.1 组织保障..................................................................................................................................................46 1.薪酬的分配.........................................................................................................................................46 2.职位晋升的划分.................................................................................................................................46 3.绩效考核工作中做好工作说明书的描述.........................................................................................46 5.2 思想保障..................................................................................................................................................47 5.2.1 专项培训......................................................................................................................................47 5.2.2 营造良好文化环境.......................................................................................................................47 5.2.3 得到管理者高层的支持...............................................................................................................48 5.3 制度保障..................................................................................................................................................48 5.4 技术保障..................................................................................................................................................49 5.4.1 构建 KPI 考核信息管理系统.......................................................................................................49 5.4.2 建立绩效管理体系改进系统.......................................................................................................50 第 6 章 结论与展望...............................................................................................................................................51

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