A Study Of Performance Appraisal In State-owned Commercial Banks Under Management Mode Transition

The state-owned commercial banks (SOCB) of our country have been in a new period of competitive development. It serves also as their transition period.To realize the new development of the SOCB, their management modes must be transformed.Currently, the transformation of the management mode of the SOCB mainly embodies in the following aspects. On the basis of hierarchical managements and the grassroots banks serving as the fundamental networks of customer marketing, we should absorb the virtues of two lines management mechanism and further perfect the professional, intensive, and matri光明-like operation and management system.The following of the matching performance appraisal mechanism will strongly guarantee the enthusiasm of all parties and consolidate the achievements of the transformation of the management mode of the SOCB.Whether the design of the performance appraisal mechanism under the circumstance of the transformation of the management mode of the SOCB is scientific and rational, and whether it can guarantee the smooth and effective transformation of the management mode, will determine whether the SOCB can keep healthy development and hold new competitive advantage.I shall analyze such questions in this thesis.This thesis begins with the analysis of the theories of the transformation of management mode of the SOCB and the performance appraisal. The outstanding problems of the traditional management modes of the SOCB were analyzed, and the whole thinking of the performance evaluation under the circumstance of the transformation of management mode was put forward. Then the eperiences of a specific state-owned commercial bank were taken as eamples to analyze and verify how to design the performance evaluation mechani sm. This thesis consists of five parts. In the first part, the main contents of the transformation of the management mode of the SOCB are introduced. In the second part the main theoretical basis of the performance evaluation is studied. In the third part the design ideas and methods of the evaluation system are discussed after the transformation of the management mode of the SOCB. In the fourth part, by taking a secondary state-owned commercial bank as the eample, the above mentioned theories are further analyzed and verified. In the fifth part, the eisting questions and deficiencies as well as the developing prospects of the design of the performance evaluation system are discussed.In this thesis, through the combined analysis of the theories and the actual eamples, I put forward the following innovative viewpoints. Firstly, for the first time I systematically study the matching system of performance appraisal under the circumstance of the transformation of the management mode of the SOCB, and put forward a whole set of design ideas. Secondly, I develop a performance appraisal model for the professional, intense, spanning-hierarchy, and spanning-line-task teams. Thirdly, I emphasize the importance of the fundamental management and risk control evaluation after the transformation of the management mode. Fourthly, the managers of the SOCB should guide the whole staff to work actively and scientifically by using various management mechanisms with overall plan and coordination. The trend of applying pure economic incentive with ignorance of applying administrative and spiritual incentives should be avoided.