Research On Performance Appraisal Optimization For Nanchang Branch Of JX Joint-stock Commercial Bank

As an important system,performance appraisal plays a key role in bank management.However,something is wrong in performance appraisal implementing process for Nanchang branch of JX joint-stock commercial bank.The existence of these problems,on the one hand,is not conducive to deal with increasingly fierce competition and regulatory requirements,on the other hand,more importantly,is not conducive to improve the management level and to motivate the staff.These problems are specific,like business development is not balanced,the marketing employees turnover rate is high,management department staff’s work enthusiasm is low.This is an urgent need to launch comprehensive study on performance evaluation and optimization.Based on the author’s years of relevant work experience and theories of performance,this paper analyzes the contents of the performance appraisal of the bank,preliminarily obtaining the existing problems of the performance appraisal.And the author conducts further demonstration and analysis of these problems in the form of questionnaire.Then through the method of employee interview,the problems are analyzed in depth,including the quantity and quality of the indicators need to be improved,qualitative indicators appraisal is less scientific,appraisal policy transmission is not continuous,execution fluency need to be promoted,the result apply of performance appraisal is single.The paper is problem-oriented and explores performance assessment optimization strategies for the problems found in the research process,mainly including optimize the evaluation index system design,establish a performance score system,conduct performance coaching in a multi-pronged manner,rely on appraisal organization and improve process management,comprehensively promote the wide application of assessment results.Through relevant measures,the performance assessment program is constantly optimized to promote the operation and management of the Nanchang branch to a higher level,and promote the branch as early as possible to achieve “management first class,talent first class,performance first class” the best branch target.