Research On The Optimization Of Performance Appraisal System For Customer Manager Of Postal Savings Bank N Branch

Since the reform and opening-up,the pace of marketization reform has continued to accelerate,with the financial industry entering into the period of the market-oriented reform and the access threshold of the banking industry to be gradually lowered.Changes in the environment have prompted large state-owned commercial banks,which have been slow to change due to their large scale,to accelerate change to maintain their market share.It is worth studing on the way of continuously enhancing its own competitiveness for Postal Savings Bank of China,which is the laggard,to achieve the strategic goal of developing the traditional advantages of inclusive finance to make up for the shortcomings of company's business.Looking at the domestic and foreign commercial banks,a virtuous cycle of performance appraisal system is the key to maintaining consistency in the implementation of strategic goals.The construction of a virtuous cycle of performance appraisal system can not only prevent the disconnection between organizational behavior and strategic objectives,with achieving the combination of financial and non-financial indicators,short-term and long-term objectives,personal and organizational objectives,but also improve the employees' capabilities constantly and reflect the strategy,comprehensiveness and coordination of modern commercial banks.The performance appraisal system of customer managers is the key to the commercial banks ' appraisal system because of its main force identity of creating benefits.Generally speaking,the performance appraisal system of customer managers is significant for the commercial banks to enhance the core competitiveness and achieve strategic objectives.Therefore,in order to improve the core competitiveness of the N Branch of Postal Savings Bank and achieve its strategic objectives,this paper takes the N Branch of Postal Savings Bank as an example and investigate and study the performance appraisal system of its customer manager.This paper takes the current customer manager performance appraisal method of Postal Savings Bank N branch as the research object and lists some appropriate basic theories,including balanced scorecard theory,360 degree performance evaluation,target management theory and economic value added evaluation theory.Then,this paper analyzes the researches on the performance appraisal of the commercial banks at home and abroad and reviews the basic situation and historical evolution of Postal SavingsBank.And it also describes the operation status of the current customer manager performance appraisal method.In order to find out the problems existed in the current performance appraisal method of customer managers,this paper conducts a questionnaire survey on the satisfaction of the performance appraisal method for customer managers.We have distributed 60 questionnaires by adopting the online and offline distribution forms.All of them were recovered and 8 questionnaires were invalid,so the efficiency rate reached 86.6%.Afterwards,the online SPSS software was used to verify the validity and correlation of the questionnaire data,and it was concluded that there are still many problems in the current customer manager performance evaluation method of the N branch of the Postal Savings Bank.And the cause of the problems were obtained through the questionnaire results and problem-oriented analysis.The research shows that most account managers are not satisfied with the current account manager performance appraisal method of Postal Savings Bank N Branch,which needs to be optimized and reconstructed urgently.According to the current situation of Postal Savings Bank N branch,this paper designs a performance appraisal method based on the Balanced Scorecard to optimize the current performance appraisal methods,and studies the supporting measures of optimizing the performance appraisal system for customer managers of Postal Savings Bank N branch.The research in this paper expands the idea of constructing a virtuous cycle of the performance evaluation system for customer managers and provides reference and ideas for improving the performance evaluation level of Postal Savings Bank N branch.