A Study On Performance Evaluation For Business Store Manager In J Sub-branch Of Industrial And Commercial Bank Of China

Human resource is the key source for a business corporation to develop successfully and it plays a central role for a business to gain edge over its competitors. Performance evaluation is a very important and hard part of human resource development and management. Without well-defined performance evaluation system, it is difficult to put the corporate strategic goals into concrete business plans, and so is it to direct corporate personnel efforts right at where the business goals lie. Along with the deepening of financial structure and policy reform and the increasingly intense competition, top management of domestic commercial banks are realizing that performance evaluation in human resource management can help banks improve performance in market, develop an excellent labor force, and form their own key competitive strengths.This is a case study focused on performance evaluation of Business Store Manager (BSM) for J sub-branch, Industrial and Commercial Bank of China (ICBC). Over the last few years, this sub-branch developed and employed a series of performance evaluation and pay policies, and has seen positive results to a certain extent, there is, however, room for improvement in employee performance evaluation. Bank operation offices spread in the city are the places closest to customers and are its basis to increase revenue and expand business, so the J sub-branch decided to, starting from BSM, explore for a scientific and realistic employee performance evaluation system. This study first reviews the literature of performance evaluation theory and its development, then introduces several cases where performance evaluation in banks are successfully practiced; after introduction of the performance evaluation theory and several case studies, the author analyzes the basic situation of J sub-branch and its current performance evaluation practice, then does a job analysis for the BSM position, identifies the evaluation target, sets evaluation cycle and criteria, and thus layouts a performance evaluation system; the author goes on to describe the performance evaluation procedures before finally discusses several key aspects to use BSM performance evaluation in practice.This study, by describing and analyzing the current BSM performance evaluation situation at J sub-branch, ICBC, identifies existing problems and their causes. Based on the J sub-branch's own unique characters, the author proposes a series of detailed suggestion and methods to improve and optimize the performance evaluation system, and hopes to set a good example in the field of employee performance evaluation for the J sub-branch, and believes that this will move forward its human resource management and development in a positive direction.