Research On Optimization Of Teller Performance Management System Of C Bank

In commercial banks,tellers are the front desk employees who communicate most with customers.Tellers with higher service level and strong business ability can often enable banks to obtain higher customer evaluation and promote high-quality development of banks.Performance evaluation and assessment is an important link in the management and development of human resources.Using more effective performance evaluation methods is helpful to make the actual performance evaluation effect better.Like others,C Bank has owned a performance appraisal system for front desk tellers.This paper studies the optimization of C Bank’s teller performance management system,which can not only promote the further improvement of its performance management system,but also effectively solve the problems of low enthusiasm and weak value creation ability of its tellers,so as to improve its overall work efficiency.Taking C Bank as a specific case,this paper uses literature research method,questionnaire survey method,interview method and other research methods to systematically analyze the current situation of the construction of its teller performance appraisal system on the basis of referring to performance appraisal theories.And the problems in its performance appraisal system are summarized as follows:the principle of performance appraisal is relatively unfair,the design of performance appraisal indicators is unreasonable,performance appraisal guarantee is not good,and performance appraisal results are not used well.To solve the above problems,on the basis of clarifying the principles and objectives of performance management system optimization,this paper uses the balanced scorecard theory to decompose the strategic objectives of C Bank,formulate the job descriptions,and design optimization schemes for performance appraisal indicators at multiple levels of bank,branch and tellers.From the five aspects of performance planning,performance coaching,performance appraisal,performance result feedback and performance appraisal result application,specific analysis is made and corresponding optimization strategies are proposed.At the same time,corresponding measures are taken in the three aspects of organizational guarantee,system guarantee and culture guarantee to scientifically combine performance appraisal results with incentive work.