Research On The Performance Appraisal System Improvement Of The Grassroots Staff In Y Branch Of The Agricultural Development Bank Of China

As an important real economy,financial industry plays an important role in the development of national economy.In recent years,under the dual effects of global economic integration and Internet finance,the competition in domestic banking industry tends to be white-hot.Agricultural development bank is China's policy Banks,different from commercial Banks to maximize the interests of shareholders of the business philosophy,since its inception in accordance with the instructions and guidance of national policies,to promote rural construction as the goal,deep agriculture,rural industries.Under the national situation where the real economy is transforming one after another,policy Banks also need to adapt to the new changes,take the initiative to expand their business scope,seek new profit growth points and transform into comprehensive financial institutions.Therefore,in order to enhance the core competitiveness and realize the magnificent transformation as soon as possible,policy Banks must improve the level of human resource management.However,in combination with the actual situation,the only way to rapidly improve the level of human resource management is to focus on performance management.At the same time,the traditional planned performance appraisal seriously restricts the development of policy Banks and fails to effectively motivate employees,let alone strategic planning.To rebuild a set of scientific and reasonable performance appraisal system,first of all,it conforms to the urgent requirements of policy banking reform;second,the application of performance management tools can effectively improve the strategic orientation and environmental adaptability;third,it can change the current situation of disconnection between appraisal and actual work and optimize the allocation of human resources.Moreover,due to its special political mission and personnel structure,it is not advisable for policy Banks to simply learn from the performance evaluation system of commercial Banks.Therefore,it is of great practical significance to study the performance appraisal improvement plan of policy Banks.Taking Y branch as an example,this paper makes an in-depth analysis of the problems existing in the performance appraisal system of the bank based on the relevant theoretical basis of performance appraisal,makes an in-depth analysis of the current practical problems in the bank and introduces the balanced scorecard,a scientific and advanced strategic management tool,so as to study and formulate a feasible performance appraisal improvement plan.This paper is divided into six parts.The first part is the introduction.The background,main content,framework and significance of the research are described.Under the background of market economic system,Y branch of agricultural development bank,as a policy bank,encountered the main difficulties in actual operation in the face of multiple shocks such as wide business scope,advanced management mode and abundant talents of commercial Banks.The key role of performance management in human resource management and even strategic development is analyzed.From a macro perspective,the study on the improvement of the performance system of grassroots employees in Y branch points out that the traditional performance appraisal method has fallen behind the needs of The Times,and the improvement of the performance appraisal system is an urgent and common need of almost all state-owned enterprises.In addition,three research methods used in the research process are briefly introduced.The second part is related theoretical basis and literature review.This paper mainly discusses the basic concepts of grassroots employees,and indicates which staff are specifically referred to by grassroots employees in Y branch.This paper expounds the connotation,principles and characteristics of performance appraisal,and briefly introduces the current mainstream performance appraisal methods and application status at home and abroad.The third part is the status quo of performance appraisal system for grassroots employees of Y branch.First,the basic information of Y branch,organization and other basic information are introduced,and then the current performance appraisal system is introduced in detail.Through theoretical research and field communication,a set of questionnaire is designed according to local conditions.On the basis of data,combining the status quo of the industry with the statistical results of the questionnaire survey,the existing problems and causes of the evaluation system were analyzed item by item,and the important role of further improving the performance evaluation system in the strategic development of the whole industry was clarified.The fourth part is the improvement measures of grassroots performance appraisal system of Y branch.The introduction of the balanced scorecard method shows that the balanced scorecard method has strong advantages over other methods.From the finance,customer,internal process,learning and growth of four modules,draw the grassroots staff strategic map.Taking account manager as an example,key performance indicators of grassroots employees are constructed.Combining enterprise development and performance appraisal,the rationality of setting specific indicators is discussed,and the scope of application of the results is further broadened.Develop a targeted assessment system improvement plan to maximize the positive initiative of employees.The fifth part is related safeguard measures and concrete risk prevention.According to the fourth part design improvements to the current industry rules and regulations,put forward to design and implement,feedback link need to focus on a few major problems,through the management influence,establish a working group,databases,retained the inspection data,assessment of concrete to prevent the execution of completely copy the old methods,uninformed repeating them.At the same time to establish risk prevention methods to ensure the improvement of the assessment work can be carried out smoothly.The sixth part is the summary and prospect.In this part of the conclusion,reiterated the important role of the balanced scorecard,remind state-owned enterprises to improve the grass-roots staff assessment system as soon as possible,the full text of a systematic summary.Finally,the paper points out some shortcomings.