Research On The Performance Appraisal System Of The XX Center Branch Of The People's Bank Of China

Economic development is considered as the lifeblood of a country. With the rapid economic development in 21st century, finance as the core of the modern economy plays a more and more important role, and the status of it has become increasingly prominent. As the central bank, The People's Bank of China (PBOC) plays the role of the central hub, and regulates the macro-economy of the whole country. Thus the performance on the duties of PBOC is of great importance. In this era of knowledge economy, the competition on comprehensive national strength of different countries is ultimately the competition on talents. So, for PBOC, how to establish a scientific, fair and comprehensive evaluation system to identify and recognize talented person, and to explore the way to construct high-quality and trust-worthy leaders team, is not only badly in need for the duties performance of PBOC, but also important to the whole Chinese social and economic development.In recent years, PBOC continues studying new ways to improve the duty performance appraisal, and tries to build a desirable system that suitable for the central bank. But for many branches and sub-branches of PBOC, there are still many problems and shortcomings in the duty performance appraisal, especially on the operation and understanding of the evaluation principals. The potential energy of PBOC's human resources has not been fully realized. And the whole evaluation system needs to be further improved. It's very important to construct a scientific evaluation system. In this paper, after observing the specific situation of PBOC XX Sub-branch, identifying problems and analyzing the causes of the problems, the writer first tries to give a relatively reasonable assessment methods and an improved scheme with the foreign advanced management experience for reference, the explores to build a multi-leveled, comprehensive evaluation system, and study to enrich the management tools, so as to solve the problems in the development of XX Sub-branch, and finally provides some feasible suggestions on the improvement of the performance management system.