Research On The Performance Appraisal Of Employees In Branch A Branch Of Agricultural Bank

With the progress of science and technology,the development of the Internet finance and degree of the financial industry opening to the outside world,state-owned commercial Banks and joint-stock Banks face severe competition.Especially the four major state-owned commercial banks,turned to the transformation and upgrading of service centers,effective guidance and allocating the limited resources of service centers to realize the overall goal of bank management,so as to cope with the increasingly competitive market environment.The A sub-branch is one of the urban sub-branches of the YangZhou branch of The Agricultural Bank of China.In recent years,it has also experienced the standard transformation about customer service,business process,cultural construction and so on.And it has made great progress in the standardization of marketing ability and business process.However,the transformation appeals to higher demand of management,especially the performance of the staff management.For the moment,the performance appraisal system of the A branch majors in traditional product evaluation and is lack of comprehensive appraisal elements.The Performance appraisal is insufficient in motivating employees and the application of appraisal results is limited,which bring a lot of problems and go against the sustainable development and the comprehensive management goal of the A sub-branch.At the same time,it is very bad for employees' career development.With the further deepening of dot transformation,it is extremely urgent to improve the performance appraisal system.This article mainly applies Key Competency Index,Management by Objectives,360-Degree AppraiSal and other relevant theories,and adopts literature review method,field research method,case study method and other analytical methods to investigate and study the current situation of performance appraisal of the employees of the branch A.In this study,A questionnaire was firstly distributed to all employees of the branch A.At the same time,observation and interview are necessary for deeper understanding of the performance appraisal work.Through investigation and study,we found the A sub-branch do have some problems in performance appraisal aspect.For example,lack of communication,limited application of the appraisal results and so on.To solve these problems,the author used the correlation theory to analyzes the reasons of the problems,from adjusting the performance salary allocation proportion,optimizing the performance appraisal index,strengthening the performance appraisal training and communication,making full use of the performance appraisal results.The writer hopes to improve the performance appraisal system of dot employees of branch A to motivate employees better,retain talent for the enterprise,improve the comprehensive competitive strength of the branch,and in order to achieve a harmonious situation between the enterprise and employees.