Research On Performance Appraisal Improvement Of W Branch Of Qin Agricultural Bank

In the context of the globalization of economic markets,the competition in the financial industry has become increasingly fierce.As a member of the financial industry,rural commercial banks have always had little place in the financial market due to the scale of development,the speed of development and the lack of financial products.In order to win a certain living space in the fierce competition,the rural commercial banks In addition to improving services and optimizing financial products,how to strengthen internal management and improve the overall centripetal force of rural commercial banks has become a top priority.At present,the human resources management of most rural commercial banks has not fully exerted its substantive role.In particular,performance appraisal management is formalism.It is unable to fully mobilize the enthusiasm of the employees of the rural commercial banks,resulting in the lack of overall centripetal force of the rural commercial banks.Can't keep up with the pace of financial market development.Based on the above background,this paper presents the status quo of performance appraisal management of W sub-branches through literature research,questionnaire survey and individual interviews,and analyzes the current evaluation system and process of performance appraisal management.The lack of feedback and training issues and causes,combined with the actual situation of the W Branch of Qinnong Bank,introduced the target management method and the key performance indicator method and the performance appraisal method of the balanced scorecard to improve the performance appraisal management of the W branch of Qinnong Bank The specific content of the optimization is: the performance appraisal process has been adjusted,and the performance appraisal feedback mechanism has been added.According to the different functions and business scope of the various branches and branches of Qin Agricultural Bank W,the selection of indicators has been more refined,for each department and Each of the secondary sub-branches sets different assessment indicators and weights to achieve a more accurate reflection of the performance of the employee's work performance,so that the strategic objectives of the W branch are closely integrated with the employee's personal value.This paper is divided into six chapters.The first chapter introduces the research background and significance of the article,and summarizes the research content,methods and research ideas and framework.The second chapter introduces the theory of performance appraisal,mainly the basic concept of performance appraisal.And several commonly used performance appraisal methods are summarized: the third chapter analyzes the problems and causes of the current performance appraisal of Qin Bank of China W branch;the fourth chapter uses the performance appraisal theory knowledge,combined with practical problems to propose specific optimization content,such as performance appraisal system.And the optimization of the process;the fifth chapter describes the safeguard measures for the promotion of optimization programs;the sixth chapter research conclusions and problems and prospects for improvement.