Research On The Performance Appraisal Of A Second-level Branch Of China Guangfa Bank

In recent years,with the development of the market economy and the integrated development of the global economy,China’s commercial banks have highlighted the trend of diversified functions and are facing more severe challenges.For commercial banks to achieve high-quality development,in addition to business development,they need more scientific and effective internal management.The requirements for refined management are getting higher and higher,and the requirements for performance evaluation are also getting higher.The secondary branches of commercial banks,as important hierarchical institutions of commercial banks.Relatively independent and relatively complete departments,like a reduced version of a provincial bank with management functions at all levels,and at the same time undertook business development in a prefecture,which determines that the secondary branch needs to be more complete and scientific for the performance evaluation of employees Only then can it guide the work of employees and help the bank develop healthily.This study uses a second-level branch of GF Bank as an example to study the problems and optimization schemes in the performance evaluation process of a second-level branch of a commercial bank.First,based on the theory of performance appraisal,this article uses interviews,issue questionnaires,field surveys and other methods to gain an in-depth understanding of the current performance appraisal status of a second-level branch of GF Bank and analyze existing problems,including unclear job responsibilities and setting of performance appraisal indicators Irrational,unclear content of indicators,insufficient use of results,lack of communication and feedback mechanisms,etc.Secondly,according to the current performance appraisal problem,a corresponding optimization plan is proposed.The introduction of a balanced scorecard to optimize the assessment scheme,demonstrate the feasibility of its implementation,refine the assessment indicators and weights,and standardize the use of assessment results,and formulated a feedback and appeal mechanism.Finally,the problems that need to be paid attention to when implementing the performance appraisal of a second-level branch of GF Bank are put forward,and the safeguard measures that need to be provided in various aspects of implementation,including system guarantee,data guarantee,etc.