Research On Performance Management Of Nanchang Rural Commercial Bank’s Teller

As a small-and-medium-sized financial institution,Nanchang Rural Commercial Bank(NRCB)has limitations in its development.Firstly,the scope of customers is limited by geographic location and economic size.Secondly,the one-size-fits-all model of research and development leads to inadequacy of innovation.Thirdly,the lack of talent development mechanism impedes individuals career development.NRCB implemented business transformation later than it industry peers,and the outdated KPI measurement system fails to accommodation modern changes,which has resulted in vague orientation,low motivation and increasingly high turnover among cashiers.The sever loss of talents at the bottom level of corporate organization undermines human resource planning and the delivery of strategic goals of NRCB.The momentum of growth of rural financial institutions is evident.As the domestic financial industry becomes more competitive,economic growth slows down,interests market opens up,regulation is more stringent,financing cost goes up,revenue from high-value clients is squeezed,inter-bank financial is limited and interest margin shoulders more pressure,more and more financial institutions shift their focus to retail customers.Cashiers in each bank branch are the link between the bank and retail customers.The reception,work effectiveness and efficiency of cashiers have a direct impact on customers’ perception of the bank.It is a critical task to identify problems in the current cashiers KPI management.Building a practical KPI system is pressing.Through an analysis of the current NRCB cashiers KPI system,this paper aims to identify the key problems in KPI management and to propose improvement designs,making a positive exploration into the cashiers KPI management approach for rural commercial banks in small-and-medium-sized cities.This paper is going to first look into the status quo of performance management systems used by banks in China and internationally,analyze the difference between performance evaluation and performance management by introducing related concepts of the latter,review often used methodologies in performance evaluation and discuss in a systematic manner each components of the performance management process.Secondly,this paper will analyze the practices employed by Nanchang Rural Commercial Bank for tellers performance management through data collected through surveys.Based on facts,setbacks existing in performance management will be identified and analyzed.At last,this paper is going to provide an optimized design for the tellers performance management system used by Nanchang Rural Commercial Bank.Suggestions will be raised for the objectives,organizational assurance,organizational process and relevant institutions respectively with the aim to produce a tellers performance management system that is objective,scientific and applicable to tellers’ working situations.Performance evaluationmethodologies,including balance scoreboard,KPI and 360° assessment,will be harnessed to provide suggestions and reasonable planning for the five steps of performance management process.A series of measures will also be proposed to ensure the execution of the optimized design of tellers performance management system.