Research On Optimization Of Performance Management System Of J Bank S Branch

One of the resources that commercial banks rely on for their sustainable development is talent.At present,the main work goal of commercial banks is strategic transformation.To achieve this goal,talent is the key.To make good use of talent and retain talent,scientific performance management methods must be used.With the increase of products issued by commercial banks and the increase of assessment indicators,the backward performance management model will affect the accuracy and fairness of performance assessment,resulting in a large number of brain drain,which is also one of the reasons for the continuous increase in the number of resignations of the four major banks each year.Therefore,this paper chooses Bank J,which has one of the four major banks,as the research object,to conduct an in-depth analysis of its current performance management methods,analyze its existing problems,and then put forward suggestions for optimizing performance management to promote the healthy and orderly development of branch business management.The research of this paper mainly includes the following chapters:The first chapter is the introduction,which focuses on the background,significance and main contents of the topic.The second chapter mainly summarizes the related theories of performance management,including the related theories of performance management,performance management methods,and advanced practices of foreign commercial banks,providing a theoretical basis for later analysis.The third chapter is the introduction of J Bank,which mainly includes the branch's operating status,human resources status and current performance management modes and practices.The fourth chapter analyzes the content of the interview and questionnaire on performance management of the branch,and concludes that the measures taken by Bank J in performance management are deficient,the main incentive mechanism is not scientific,the index selection is not reasonable,the communication and feedback are not sufficient,and the implementation supervision is deficient.The fifth chapter is J Bank's proposal to build a new system by using the Balanced Scorecard,mainly including target system design,process design optimization,implementation guarantee,etc.The last chapter is the conclusion and prospect,which summarizes the full text.In recent years,Bank J has encountered a rather complicated situation in its business development process,such as increased external competition,personnel restructuring,declining asset quality,business transformation at outlets,etc.,resulting in problems such as increasing staff pressure,declining per capita annual income,increasing turnover rate of core staff,slow development of new businesses,and gradual disappearance of traditional business advantages.This paper takes Bank J as the research object,and studies the role of performance management system in promoting the development of Bank J in depth.At present,there is still room for improvement in the performance management of J bank.The research in this paper is beneficial to the future development of traditional banks and also improves the career development of employees.Under such circumstances,how to reasonably use performance management as a tool to improve the effectiveness of the branch and achieve both individual and collective gains has become a key concern for J Bank.It is hoped that the research in this paper can provide reference suggestions for the improvement of J Bank's performance management,so as to promote the development of J Bank in the fierce competition environment.