Research On The Optimization Of Performance Management System Of L Branch Of Agricultural Bank Of China

In recent years,the epidemic continues to spread abroad and appears sporadically in China.The macroeconomic situation is still complex and severe.There is instability and uncertainty in the overall recovery of the economy.With the intensification of competition in the financial industry,how to get a place under the pressure of increasingly fierce market competition and promote the economic development of the region and even the whole country has become an urgent problem for major banks.The Agricultural Bank of China is one of the four largest commercial banks,and the start is fast and rapid.However,due to the large scale of outlets,large number of employees,slow transformation,ineffective implementation of the system,and employees’ inaction in performing their duties,its previous advantages gradually weakened in the increasingly intense market competition.In order to maintain a competitive advantage and increase the quality and efficiency of financial services and operations,,Agricultural Bank of China urgently needs to strengthen operation quality and efficiency management,establish a scientific and optimized performance management system,establish an efficient reward structure,fully utilize staff potential,and increase the bank’s overall competitiveness.This paper focuses on the performance management of L branch of Agricultural Bank of China.Combined with the actual situation of L branch’s performance management,this report examines the current state of the bank’s network performance management and investigates the issues in four areas: the setting of performance evaluation indicators,the implementation of performance evaluation,the application of evaluation results,and the accountability of performance evaluation process and results.the setting of targets evaluation indicators,the conduct of targets evaluation,the application of evaluation results and the system of targets evaluation process and results.Firstly,using the methods of questionnaire survey and literature analysis,this paper analyzes the performance management of L branch outlets,analyzes the existing problems,and finds that the main problems are the improper setting of assessment indicators,the lack of effective accountability mechanism,the lack of seriousness of the implementation of the current performance assessment system,and the incomplete application of assessment results.In order to promote the optimization and improvement of L sub branch’s network performance management system,this paper designs the basic principles and ideas for the improvement of performance management system,and puts forward the improvement schemes from the aspects of overall consideration,balancing the content of performance appraisal indicators in all dimensions,establishing an effective performance appraisal accountability system,changing ideological cognition,strictly implementing the performance appraisal system,and optimizing the application of performance appraisal results.Finally,in order to ensure that the improvement recommendations are implemented smoothly,the aspects of improving the transmission and implementation of the performance appraisal system,as well as developing the performance appraisal communication and appeal system,are used to build a guarantee system.