Study On Optimizing Subbranch G’s Performing Management System For Its’ Ordinary Employees

A Bank is one of the five-largest state-owned banks owned by the central government.With the rapid development of banking industry in China,it had already formed a relatively perfect management system which includes both the development of business and risk prevention.As an effective way to enhance strategically execution ability and optimize the management of human resource,A Bank has always pay great attention to performance management.A Bank is at the forefront of designing performance management system in China’s banking system.Although the performance management system of Bank A has been relatively well constructed,the system is not carry out in most of the subbranches.There still exists room for the improvement of performance management system in local banking outlets.The performance management of employees in many subordinate business branches is still only at the level of simple assessment in a rough way.Only in accordance with the performance of staff marketing performance to performance distribution,or simply eat a pot of performance is the phenomenon of the average distribution is rife,the branch of each business branch performance management approach is not uniform,there is no comparability.These problems have seriously affected the effect of the performance management of the entire branch.The thesis mainly focuses on the performance management of the grassroots staff of branch G,and proposes some operable optimization measures.The thesis focuses on the performance management of employees at the grassroots level of branch G of A Bank.The research is conducted from a small perspective.First,the thesis introduces several main concepts involved in this thesis,analyzes and sorts out the process of performance management,and introduces several common methods of performance management and the methods used in this thesis respectively.Finally,it is determined that the thesis adopts the questionnaire survey method to investigate the current situation of employee performance management in several grassroots business branches of A Bank,Branch G.Through the study of the current situation of employee performance management in several grass-roots business branches of A bank G branch,the thesis found that the current performance management has a relatively scientific assessment at the bank institution level,but the assessment of the employees of this branch at the branch level is still lacking;the assessment methods of employees between branches are not unified,and each of them works in its own way;the assessment indexes are not set reasonably;the communication in the assessment process is not smooth;the application of the assessment results is only limited to The application of assessment results is only limited to the distribution of performance pay,and so on a series of problems.Further analysis of the reasons reveals that the superiors do not pay enough attention,it is difficult to accurately measure and evaluate employee performance,the outlets lack performance management tools that can be used in a more mature way,it is difficult to effectively connect performance management at different levels,and it is difficult to set standards and effectively implement them in the complex situation of grassroots outlets.In view of the problems found and the causes of the problems,the thesis,from a practical point of view,closely combines the existing performance management system and the current situation of A Bank,Branch G,and formulates a new set of 360-degree evaluation system for A Bank,Branch G,for the staff appraisal system of grass-roots branches.The thesis elaborates on the principles,ideal objectives and specific contents of the system design,as well as the specific implementation process of the system from two levels: the degree of interface with the performance management system and employee performance implement system(EPIS)of the parent bank and the use of balanced scorecard to construct indicators.Subsequently,the thesis analyzes the safeguards that Branch G should have in the optimization of performance management from four aspects: ideology,personnel,system and technology.The performance management system proposed in the thesis achieves great optimization for the original performance management scheme and is highly operable.