China Construction Bank Branch In Baicheng Junior Staff Performance Appraisal Management Research

For modern enterprises, human resource is the first resource, the quality of itsmanagement situation directly affects the company’s strategic objectives can besuccessfully achieved. Bank as the most modern special industry, its corecompetence is reflected by the human resources elements of the decision. Therefore,in the bank’s daily operations, human resource management, as will be the mostimportant input factors, by the bank manager’s attention, and human resourcemanagement is increasingly becoming the core functions of the bank’s internalcontrols. It is no exaggeration to say that the development of human resourcemanagement and the bank is directly proportional to the success of the HumanResources Management will effectively protect the healthy development of the bank,and the ability to provide continuous source of power.In this regard, this paper pointsto China Construction Bank Baicheng behavior of objects, strictly follow theprinciple of linking theory with practice, based on China’s national conditions andproperly learn the advanced experience of foreign banks, the integrated use ofeconomics, finance, management science and sociology, and other discipline theory,and uses examples analysis, management evaluation of the current status quo ofhuman resource Management China construction Bank a more systematic andin-depth research. Through research and analysis, we found that the performanceappraisal Baicheng branch level employees following major issues: First, the unevendistribution of performance pay sector, with responsibility for different pay seriousproblem; Second, the larger the income gap between the junior staff, internaldepartments "rich-poor divide "Serious; third is the performance evaluation for theprogram, the other is not comprehensive appraisal system design and implementation; Fourth, management assessment" standardized work "prominentproblem, there is a certain degree of formalism in the qualitative assessment items;Fifth assessment safeguard mechanism is not perfect, complaint channels aresluggish, the results narrow range of applications.Because of these problemsseriously affect the stability of Baicheng branch staff, which greatly weakened theenthusiasm and innovation enthusiasm of employees, making the "good department,good job getting good, bad sector, poor job getting worse."Not reflect the trueaspirations of employees, can not objectively reflect the employee’s job performance,can not be achieved with the remuneration, promotion, transfer, motivation, etc."seamless." Meanwhile, the lack of security mechanism makes suffer from a"secondary victimization" increase the chances of employees, but also from the sideweakened the authority and credibility of the examination system.For the above problems, this paper under the guidance of management theory,using key indicators Act (KPI), nine grid square map, vitality curve,360-degreeperformance evaluation methods, proposed the following measures: First, the KPIsystem under re-examination of the basic branches of combing Baicheng content andprocesses, the full application of KPI system, and in the formulation of developmentgoals while taking into account the bank employees individual interests, strictlyabide by the fair, reward and punishment altogether communication and participationprinciple; Second, learn from Citibank "Nine Georgia map" with GE’s "vitalitycurve" and the Balanced Scorecard to improve staff appraisal system; third is fromthe perspective of law to construct appropriate safeguards.