Research On The Improving Of Performance Management Of Agricultural Bank Of China In AS City

With China's economy in the new normal, banking industry have faced many new challenges since 2014, including the concentrated exposure of non-performing loans,pluralistic and diverse products competitive pressure, market-oriented interest rate and deposit insurance mechanism reform Since 2014. AS Agricultural Bank of China Co. Ltd. is a county-level branch with four departments of the three outlets, 54 staff. In the course of its management, there are some difficulties in the internal and external for the bank to face.The purpose of this study is to provide a reference for the improvement of employee performance management.Aiming at the objective difficulties of poor in-system assessment, outside system competition defeat, imbalance of the employees age structure, the subjective problem such as the low morale of the whole staff,inadequate service consciousness,loose internal management, based on the analysis of current salary system performance assessment system, the paper sum up the four main links of the current performance management model of Agricultural Bank of China. In this mode, this paper takes the concept of "people oriented" as the guide, and explores the improvement of the performance management of the organization and its employee performance in order to improve the employee satisfaction. Through 2 questionnaire survey, the paper found the differences in different pay, position, gender and age of employee satisfaction, and formed a core part of the assessment of the performance management issues list.The main point of this paper is: the four key links of management model in program development,implementation and incentives,performance appraisal,feedback and cash;adhere to the "people-oriented" concept, employee and organizational performance can be promoted as the employee satisfaction improved; enhance the employee satisfaction by way of improving performance pay or the Proportion in total, carrying out the job rotation and public competition and flexible scheduling; improving the performance appraisal such as simplified assessment indicators, strengthen counseling and communication, expand the results of the use of areas.