Qi Commercial Bank The Z Branch Staff Performance Management Research

With the rapid development of economic globalization and the attack of the Credit Crisis, the competition in the financial industry is becoming fiercer and fiercer. In response to the growing challenges, branch Z of Qi Shang Bank established the development strategy of boutique branch, and always adheres to people-oriented management philosophy. However, due to the lack of systematic and good performance management systems, many aspects of performance management exposed many issues, such as extensive assessment methods, subjective and arbitrary evaluation index setting, the use of performance appraisal results is incomplete, performance communication is poor, all of which exacerbated by non-employees Sense of fairness, inhibit staff motivation. In order to effectively achieve the Branches strategic goal, we must establish a sound performance management system.Based on reviewing the previous literature about performance management at home and abroad, combining the basic theory and method of performance management, this article analysis and evaluate the performance management status of Z branch, analyzed emphatically the s existing problem of the performance management system, and have a deep thinking about these existing problems, analyzes the reasons of the existing problems. This paper argues that the problems lie in the incomplete performance management system and non-scientific performance management process.Based on the above understanding, this paper studied branch Z's performance management process designing, including the performance plan, performance implementation and counseling, performance evaluation, performance feedback, application of performance results. Each link was designed with a reasonable arrangement in the actual situation of branch Z, allowing the performance communication throughout the performance management. At the same time, this paper constructed branch Z's key performance indicators system with the method of key performance indicators (KPI). During the processing of the new performance management system of branch Z, the author sums up the basic principles that the implementation process is proposed to follow and the adjustments that management in the organization should be made. Finally, it gives a summary of this study and branch Z's future of performance management and performance management of commercial banks were discussed. I believe that this research will progressively help the performance management of branch Z to be scientific, standardized and systematic.