Research On The Optimization Of Performance Management Of Employees At The Grassroots Branch Of China Construction Bank N Branch

China Construction Bank(CCB),as a member of China specialized banking system which includes Industrial and Commercial Bank of China,Agricultural Bank of China,Bank of China and China Construction Bank,is one of the four biggest state-owned commercial banks.As innovations and new developments progress in China’s banking industry,China Construction Bank has built its well-established system in areas like management,operation,business,product,service and risk control.Performance management,as one of the main ways to improve corporate strategy execution and human resource management,is being treated seriously by CCB.On top of performance management,CCB head office has set an example on resource management and performance review of its local offices in the banking industry.However,these approaches normally focus on evaluating the institution as a whole.There are a lot of work need to be done on how the institution can evaluate each individual employee.N branch,as one of the municipal sub-branches,also faces the same problems.For example,each local office has been evaluating employees with its own simple assessment method,with a lot of differentiations and lack of standardization or comparability.All these issues have limited the potential outcomes of performance management.This thesis discusses the ‘Last Mile’ performance management issue and suggests several optimization measures.Focused on the CCB N sub-branch employee performance management issues,this paper starts its research from a small perspective.It firstly summarizes the relevant researches in performance evaluation and performance management in banks and their local offices form both China and abroad.It states that the topic of this thesis is to study the current condition on performance management of multiple local offices of CCB N sub-branch by conducting questionnaires and interviews.It then explains the main concepts of performance,performance evaluation and performance management,analyzes the main differences between performance evaluation and performance management and describes the basic workflow of performancemanagement.In the end,it introduces several common evaluation methods.Based on the study of current employee performance evaluation process from several local offices of CCB N sub-branch,the thesis discovers that there is a relative systematic way of performance management from the head office to the sub-branches and from a sub-branch to its local offices.However,it lacks of evaluation methods from a local office to its own employees.The evaluation methods from local offices are so different that there is no standardization or comparability.There are two extreme cases of excessive egalitarianism or disparity,about which the employees complain most.Investigating further,there are several causes to this issue.It is very difficult to evaluate employee performance preciously in a quantitative way.There is no mature management tool for the local offices to utilize directly.There is no effective to way to synchronize the evaluations on different level of position.And the structures of local offices are so complex,making it hard to come up with a standardized procedure and apply it to all offices effectively.To resolve the discussed problem and its root causes,this thesis proposes a comprehensive score card system for local offices to evaluate its employees,based on improving best practices and adapting existing CCB performance management system.The system is built upon two dimensions by linking up and balancing score cards for both management level performance targets,pinnacle goals and employee performance index system(EPIS).It elaborates the system design principles,goals,contents and implementation process.In the end,it proposes different performance safeguard measurements in culture,organization,regulation and technology.