Research On Performance Management Optimization Of ICBC G Branc

At this stage,the competition among the banking industry is becoming increasingly fierce,especially with the rise of the third-party payment platform,the banking industry is facing increasing challenges,and the new era has come.In this case,in order to ensure that they can achieve their own strategic goals,commercial banks have to accelerate to adapt to the current complex and turbulent era pattern,and establish a more scientific performance management system.Throughout the current construction of China’s existing commercial bank performance management system,it is still in a backward position to a certain extent.In the process of consideration,it prefers to use various financial indicators and lacks evaluation of non-financial indicators.For commercial banks,only by considering both financial and non-financial indicators can they objectively and accurately reflect their operating level and status.Therefore,in order to better promote the development of commercial banks,it is urgent to establish and improve the internal reward and punishment mechanism,formulate scientific business indicators,build a good performance management system,strengthen risk management in all directions.By reviewing a large number of literature,materials and online resources,combining relevant theoretical achievements such as performance,performance management,and balanced scorecards,this paper conducts in-depth research on the performance management system of ICBC G branch,and conducts in-depth interviews and questionnaires with G branch managers and employees,and finds that ICBC G branch has the following problems in performance management:1.Insufficient understanding of performance management system;2.The degree of matching between performance management and strategic goals is not high;3.Unreasonable design of performance indicators;4.Lack of performance feedback;5.The application of performance appraisal results is not comprehensive.Through the theoretical knowledge of modern performance management,this paper combines the strategic development goals and current stages of the G branch with the theoretical knowledge of modern performance management.Duan’s development characteristics have introduced a performance management system based on a balanced scorecard,combining the four perspectives of a balanced scorecard: finance,customers,internal operation management,learning and growth.Systematically optimized the current performance management of G branch,solved the problems in the performance management of G branch,improved the enthusiasm of employees,and created more value for G branch.At the same time,the overall management level of G branch has been improved and its core competitiveness of human resources has been enhanced.