Research On Performance Management Optimization Of J Commercial Branch Of A Commercial Bank Facing Grassroots Outlets

In recent years,as the competition in the financial industry has intensified,how can a firm foothold under the increasingly fierce market competition pressure,and promote regional and national economic development,has become a problem that banks must solve.Under such a background,constantly absorbing excellent talents,fully stimulating the potential of employees,enhancing group cohesion and establishing a more scientific and perfect performance management system are all good choices for China's commercial banks to deal with fierce competition at this stage.Grass-roots outlets are the most basic business units of banks,and they are crucial to the development of business operations of banks.This article combines the actual situation of performance management of the J sub-branch of A commercial bank,analyzes the current situation of performance management of the bank's grass-roots outlets,deeply studies the problems of its performance management from the aspects of performance index setting,internal communication,and responsibility arrangement,and analyzes the causes of related problems.On this basis,combined with the BSC theory,it proposes an optimization plan for the performance management system of the J branch of A commercial bank for the grass-roots outlets,which is specifically divided into the following parts:The first part is an introduction.This part introduces the research background and significance of the subject,relevant research content and methods,and through reading the literature,understands the current research status of bank performance management at home and abroad,which lays a realistic foundation for the study of the full text;The second part is a brief introduction of related concepts and theories,including the connotation and process of performance management,performance management methods and related theories of the balanced scorecard,so as to provide a theoretical basis for the subsequent research.The third part analyzes the current situation of the performance management of the J branch of the A commercial bank,introduces the basic situation of the J branch of the A commercial bank,understands the current situation of the performance management of the basic branch,analyzes the existing problems and causes,and gains an in-depthunderstanding of the A commercial bank J The performance of the sub-branch in terms of performance management has promoted further research later.The fourth part is the BSC-based A commercial bank J sub-branch grassroots branch performance management system optimization research,including the A commercial bank J sub-branch to introduce BSC necessity and feasibility analysis,A commercial bank J sub-branch grassroots branch performance management system construction principles and In the end,we also used the analytic hierarchy process to carry out the index design of the performance management system of the grass-roots branch of the J branch of A Commercial Bank,and proposed 13 evaluation indicators and determined their respective weights.The fifth part is the safeguard measures of the B sub-branch of A commercial bank to build the BSC performance management system.It analyzes from the aspects of cultural promotion guarantee,operation guarantee,organizational guarantee and technical guarantee.The sixth part summarizes and prospects,summarizes the full-text research,and looks forward to the issues related to the performance management of commercial banks with a development perspective.