Study On Optimization Of Performance Appraisal System Of S Branch Of P Bank

With the rapid development and gradual opening of China's financial market,as well as the deepening of the financial system,commercial banks need to continue to operate steadily in the fierce competition,constantly enhance their core competitiveness and build an effective corporate governance mechanism.Performance appraisal not only plays an important role in accurately judging the business performance of commercial banks and conveying the strategic orientation of commercial banks,but also plays an incentive role to achieve strategic objectives and effective corporate governance mechanism.Scientific and reasonable performance appraisal system will not only improve the enthusiasm of employees,but also for employees to create a mutually helpful working environment,and constantly improve the level of human resources management in enterprises and institutions.Establishing and perfecting the performance appraisal system can promote the improvement of the performance of commercial banks to a greater extent,and provide a certain guarantee for their long-term healthy development.P bank S branch is a full-featured commercial bank which includes personal financial business,corporate business and settlement business.Based on the actual situation,this paper examines the performance appraisal of P Bank S branch at this stage.Through literature research,questionnaire survey and other ways,the advanced theory at home and abroad is studied,and the problems and specific causes of the current assessment system are analyzed.Based on these problems,combined with the theoretical content of performance appraisal,making full use of KPI and balanced scorecard and other means,effectively combining qualitative assessment and quantitative assessment,designed the specific content of the performance appraisal index of P Bank S branch,and re-optimized the implementation of the appraisal process and the application of the evaluation results.At the end of the article,the evaluation system after optimization is guaranteed from the aspects of feedback mechanism construction,related technical support and related training.The research content of this paper is divided into five parts,the first part is the introduction,the research background and thesignificance of the research in this topic is introduced,at the same time,the current situation of research at home and abroad,and the details of the specific research aspects and content,in order to determine the research content of this topic,indicate the research ideas of this topic.The second part explains the specific theory of performance appraisal and provides the basis for the research of this subject.The third part of the P Bank S branch assessment status,and through the analysis of the results of the questionnaire,pointed out that the current P Bank S branch there is an assessment cycle setting and job characteristics do not match,performance appraisal index weight lack of scientific,performance appraisal and the bank staff's vital interests are not closely integrated,Insufficient communication on the feedback of performance appraisal results.The fourth part is aimed at the existing problems,combined with the current development strategy of P Bank S Branch,from the appraisal cycle,the selection and weight of the appraisal index,the process and implementation of performance appraisal,the use of performance appraisal results,performance appraisal communication and feedback for optimal design.The fifth part puts forward the safeguard measures of the new performance management system of P Bank S Branch to ensure that the new performance appraisal system is used realistically.The sixth part summarizes the whole paper and puts forward a further prospect.