Research On Performance Management Optimization Of A Sub-branch Of Postal Saveings Bank Quanzhou Branch

The development of the times has brought about technological innovation and intensified competition.The positive and negative effects of economic globalization and world economic integration are beginning to appear.The banking industry faces a great challenge under a new socialist market economy environment.At the same time,people with high working efficiency for the bank's salary,self-development,also put forward specific requirements.This requirement makes human resource management and performance management is more and more important.Through the performance appraisal,the creativity and initiative of the staff are constantly improving.Through the performance appraisal,the best people are selected.The combination of the two can achieve business and talent value to achieve win-win situation.In the face of foreign banks in the market,talent,policy concessions and other challenges,how to win in combining regional differences in the competition is the the most important issue need to be solved by the development of China's banking industry.Based on the current status of China Postal Savings Bank,this paper analyzes the shortcomings of the existing performance appraisal system and the development direction.Correctly determining the difficulty of the object and practice the inspection system,the performance evaluation into the bonus distribution target,reasonable performance through interviews,performance appraisal,performance improvement in several aspects of the staff work model,make adjustments on the bank business model.Aiming at the main contradiction and the secondary contradiction in the performance appraisal of the A branch of Quanzhou Postal Savings Bank,this article conducts the investigation and study according to the following order.The first is to combine the original problem,combined with the staff to determine the assessment of specific indicators.The second is to collect different groups of people focus on performance appraisal indicators,contacting the bank to determine the objectives of the assessment indicators weight.Finally,listen to the performance management expert advice from the reconstruction of performance management assessment system to achieve the integration of primary and secondary contradictions and solutions.Bank managers in this process should strive to adapt to different development environment,choosing different stages of performance appraisal methods applicable to the assessment of all employees and paying attention to the self-evaluation.