A Study Of The Performance Appraisal System In Business Division Of Foshan Branch Of A Bank

With the transition of China’s state-owned commercial banks, the competition of China’s banking industry is becoming increasingly fierce. The concept of maximizingthe internal profit and value of commercial banks is affecting the development and implementation strategies gradually. Establishing a complete and scientific performance appraisal system is important and meaningful. This paper is based on the principles of the balanced score card, and it analyzes the existing performance evaluation methods of Foshan Branch business division of A bankto explore the advantages and disadvantages of the performance evaluation of this bank. It also obtains the status and implementation of the balanced score card method:the implementation of the Foshan branch business division on the balanced scorecard method is still one-sided, thebuilding and implementation of assessment system is just copying the methods of the superior banks. It does not have a system which analyzes the field of business itself, adjusts among the index system, and establish evaluation system of its own. The main problem is that the staff’s appraisal index is inconsistent with the bank’s strategy, and thefinancial index of the balanced scorecard method of is too simple and only a few, the custom indicators can not keep up with the requirements of bank’s strategy and employee learning, and construction growthsector is still relatively weak.Then, according to the visionobjectivesbusiness conditions and business strategy of A bank, this paper builds a more reasonable balanced scorecard model, and it proposes specific improvement methods:binding the bank’s vision and the principles of the balanced scorecard to make a strategy maps, andaccording thematic elements of the strategy to develop index system of development strategy of Foshan branch of A bank. In addition, by making the balanced scorecard well to promote the work andtake relevant security measures to consolidate its performance appraisal system.Finally, this paper analyzes the obstacles that maybe happen during the implementation of the balanced scorecard, and it puts forward the corresponding countermeasures according the obstacles:as a local branch of commercial banks, in the implementation of the balanced scorecard process, it must suit its own development background, and it also should taking the superior requirements into account. It should avoid the copying and out of the actual operation, in addition, the balanced scorecard must be lead by the senior leadership so that all the employees can truly understand balanced scorecard and know the significance and relationship of bank’s strategy and personal vision.The significance of this paper is that through the analysis of the case, it can providea reference for China’s commercial banks, especially local branches to make its ownreasonable performance evaluation according its development strategy and operating characteristics.