| Z Bank A Branch lags behind in performance management ideas and industrial management models,especially in the way of retail personnel performance evaluation,the content of which is complicated and disorderly.Also,the current evaluation status obviously does not match the development strategy.Taking performance evaluation theory as a guide,the thesis analyzes the status quo and problems of Z Bank A Branch retail personnel performance evaluation.It proposes improvement strategies for Z Bank A Branch retail personnel performance evaluation,through questionnaire survey and interview,combined with Balanced Scorecard performance evaluation method,which is of great significance to upgrade the performance evaluation system of the retail personnel and enhance its performance management effect.Based on the literature review and summarizing a large amount of information,the thesis,taking the classic and mature performance evaluation theory as the orientation,deeply discusses several commonly used research methods and means tools to determine the necessity of constructing a performance management system.Subsequently,taking the performance evaluation of retail personnel of Z Bank A Branch as the research object and employing questionnaire survey and interview,the thesis found that many problems exist in the performance evaluation of retail personnel of the bank,such as the performance evaluation system constructed by the bank is not compatible with its own development strategy,the evaluation index is inconsistent with the employee’s work input,the application of performance evaluation results is limited,and the fairness of performance evaluation cannot be guaranteed.Based on the performance appraisal theory and the practice of this bank,the thesis puts forward that the bank is suitable to use the Balanced Scorecard,follow the PDCA cycle process,and follow the "big performance" management and "interactive" management principles to refine this performance evaluation system.After the performance appraisal method and process of retail personnel of Z Bank A Branch are selected based on the analysis of relative theories and the current situation,the corresponding performance appraisal index is determined,and further discussion is made on the performance appraisal content of retail personnel.In the Balanced Scorecard,more appropriate performance appraisal indicators and the construction method of its detailed performance appraisal indicator system are analyzed.Moreover,the process of performance evaluation system is upgraded,the implementation cycle and path are determined,and the communication and feedback mechanism are clarified.At last,the thesis proposes practical solutions such as keeping the performance evaluation strategy consistent,clarifying the crucial role of performance evaluation,ensuring the fairness of performance evaluation,enriching the application of performance evaluation results,and perfecting the performance evaluation information system,in order to ensure the effective implementation of Z Bank A Branch retail personnel performance evaluation system. |
