The Study And Designed Plan For The Performance Management System Of The H Bank J Sub-branch

As the deepen of Chinese economic and financial reform system, as well as the mechanism of the rewards connected to results which is initially established by the commercial bank, the Chinese banks are facing the fierce competition from commercial banks of different countries. Being a member of WTO symbolizes the reform and opening up of China has entered into a new stage, and the pace towards market economy and international standard is speeding up. But in the meanwhile, the Chinese banking will be opening to the outside world along with the entry to WTO. The market access of foreign banks, national treatment, integration of domestic market and international market, are facing the huge impact since the entry of WTO. Performance management is the essence of human resources management, and as important part of modern human resources management system, the purpose is to connect the work of staff and section to the strategic goal, enhance the realization of the purpose of management. As the rapid acceleration of competition among commercial banks, the importance of performance management of bank has been gradually highlighted. The performance management oriented to bank development strategy has become the important foundation and guarantee of bank management, and it’s vital for the operation and development of bank development strategy. This paper is based on the perspective of the H bank itself, using systematical analysis method, case analysis method, comparative analysis method, and hierarchy process analysis method, combining the realistic situation of bank, to set up a scientific, effective performance system and the technique operating project as the purpose of research, discussing the ways of improving current performance management system, establish more reasonable and feasible performance management system, to realize the rational allocation of human resource, stimulate motivation, initiative and creativity of staff.This paper is divided into the following five sections. Sections1and2lay the theoretical foundation for successive research through introducing relevant theories, especially the Balance Score Card theory, about the performance management. Section3discusses problems of current bank performance management and their causes through introducing the H bank and its performance management. Section4presents a designed plan for the performance management system of the H bank J sub-branch. Based on the analysis of the original performance management system, an index evaluation standard is determined according to the company’s actual situation and a new scientific and rational performance management system is formed. Section5implements and assesses the performance management system of the H bank J sub-branch. Conditions ensuring the successful implementation of the performance management and matters needing attention are analyzed through discussing some misunderstandings that need to be specified during the implementation and factors that affect the implementation of the performance management. Conclusions are drawn by summarizing.