Performance Management And Optimization Of SZ Branch Of Industrial And Commercial Bank Of China

China's economic development has entered a new normal,economic restructuring,the government has strengthened banking supervision,and the pace of financial innovation has accelerated.China's commercial banking industry is facing severe challenges.Therefore,for commercial banks to improve their core competitiveness and maintain sustainable development is the top priority of their operations.By learning from the advanced experience of domestic and foreign commercial banks,the implementation of performance management can enhance its core competitiveness and achieve strategic goals.Through comprehensive construction and performance management,commercial banks can continuously improve their individual abilities,achieve the combination of financial indicators and non-financial indicators,integrate long-term goals with short-term goals,and interweave personal goals and organizational goals,reflecting the modern commercial banks.Strategic,comprehensive and coordinated.Since its establishment,Industrial and Commercial Bank of China SZ Branch has started to perform performance management with reference to the advanced performance management experience of some domestic and foreign commercial banks.However,the performance management of Industrial and Commercial Bank of China SZ Branch emphasizes work performance,does not pay much attention to evaluation indicators such as morality,attitude,learning and growth,performance communication mode is not efficient,and performance feedback lacks corresponding appeal mechanism.Application and performance of assessment results Improve the problem of not tightly coupled.Therefore,it is inevitable to optimize the performance management of SZ branches.As anadvanced performance management tool,the Balanced Scorecard combines financial indicators with non-financial indicators from a strategic implementation level,translates long-term goals into achievable short-term goals,and then breaks down organizational goals into individual goals,from finance to customers.The four dimensions of internal processes and learning and growth have made the strategic objectives of commercial banks concrete.At the same time,through clear communication channels and methods of performance communication,establish a grievance mechanism and optimize the application of performance appraisal to help employees improve their performance.The optimized performance management can effectively promote the performance improvement of the Industrial and Commercial Bank of China SZ Branch,improve its core competitiveness and achieve strategic goals.This paper is divided into six parts:Firstly,it introduces the background and argumentation basis of this paper,explains the research purpose and research significance,and analyzes and studies the current performance management of commercial banks in China based on the review and reference of domestic and foreign commercial bank performance management literature.At present,the SZ branch performance management is deeply understood,and the research content,research methods and related theories are also presented,and the basic framework of the thesis is established.Secondly,the paper introduces the overview and performance management scheme of the SZ branch of this research object,and analyzes the problems in its performance management.Then,the optimization plan of performance management of SZ branches is proposed,the optimization principles and ideas are clarified,the performance evaluation indicators are optimized based on the balanced scorecard,the strategic objectives are decomposed by strategic map,and the performance management indicators are set from the four dimensions of the balanced scorecard.The analytic hierarchy process clarifies the weights ofperformance management indicators and designs performance management indicators that are applied at the organizational level.At the same time,it pays attention to clear communication channels and methods of performance management,optimize performance feedback and appeal mechanism,and optimize the application of performance appraisal results.Subsequently,the safeguard measures for the implementation of SZ branch performance management were proposed.Finally,summarize the conclusions of this paper and explain the shortcomings and future prospects.