包商銀行事業(yè)部改革中的績效考核體系探究

1、包商銀行事業(yè)部改革中的績效考核體系探究縱觀全球銀行業(yè)的發(fā)展歷史可以發(fā)現(xiàn)，一個(gè)商業(yè)銀行之所以能夠取得成功，和它擁有一個(gè)高效而又合理的績效考核體系是分不開的，合理的績效考核模式是一個(gè)銀行取得成功所具備的重要因素。我國商業(yè)銀行組織結(jié)構(gòu)再造越來越受到重視，而在事業(yè)部組織架構(gòu)的調(diào)整中，績效考核體系改革是其組織架構(gòu)調(diào)整成功的關(guān)鍵因素之一?？茖W(xué)有效的績效評價(jià)體系能夠?yàn)槭聵I(yè)部服務(wù)客戶提供更加專業(yè)的支撐措施。同時(shí)，合理的績效評價(jià)體系能夠?yàn)樯虡I(yè)銀行的可持續(xù)發(fā)展提供長久的人力儲(chǔ)備，保證人員隊(duì)伍的健康成長和總體質(zhì)量穩(wěn)定提升，提高銀行的整體業(yè)績和贏利能力。本文主要基于人力資源績效考核的理論和方法，在研究績效考核理論的基

2、礎(chǔ)上，選取了在我國中小商業(yè)銀行中具有代表性的包商銀行在公司金融事業(yè)部改制過程中績效管理方面存在的實(shí)際問題為案例，從公司金融事業(yè)部實(shí)際運(yùn)營情況出發(fā)，對包商銀行事業(yè)部改革過程中績效考核方面當(dāng)前的現(xiàn)狀進(jìn)行了深入分析，發(fā)現(xiàn)其中存在的問題，并對目前運(yùn)行的績效考核體系、考核辦法進(jìn)行修訂、分析并重新設(shè)計(jì)了適合于當(dāng)前事業(yè)部制組織架構(gòu)的績效考核體系，使事業(yè)部績效考核體系更加符合包商銀行目前的發(fā)展現(xiàn)狀，更具有實(shí)用性，科學(xué)性和系統(tǒng)性。與此詞時(shí)，本文的研究成果對國內(nèi)中小商業(yè)銀行設(shè)計(jì)科學(xué)合理的考核體系也具有借鑒意義。關(guān)鍵詞：包商銀行，組織架構(gòu)改革，事業(yè)部制，績效考核AbstractThroughout the hist

3、ory of the global banking industry can be found,a commercialbank has been able to succeed, and it has an efficient and reasonable performanceevaluation system are inseparable.Reasonable performance evaluation model is animportant factor in the success of a bank possess.Heengineering the organization

4、structure of commercial banks more and more attention, and in the adjustment of theorganizational structure of the business unit,the performance appraisal system reform isone of the key factors in the success of its organizational restructuring. Scientific andeffective performance evaluation system

5、measures can provide more professionalservices for business unit customers.At the same time, reasonable performanceevaluation system can provide long-term sustainable development of manpowerreserves of commercial banks to ensure healthy growth and stability of the overallquality of staff to enhance

6、and improve the overall performance and profitability ofbanks.This article is mainly based on the theories and methods of performance evaluationof human resources, on the basis of theoretical research on performance appraisal, selectthe actual representative of small and medium commercial banks in t

7、he contractorsperformance management banking presence in Corporate Finance Division restructuringprocess problem for the case,from the Corporate Finance Division,the actualoperations of view, the current status of the contractor banking division reform processperformance appraisal conducted in-depth

8、 analysis of the problems found, and theperformance appraisal system is currently running, assessment Measures were revisedand re-designed for the analysis of the current performance appraisal system divisionsystem organization system,so that business unit performance appraisal system more inline wi

9、th the current development status contractor Bank,more practical, scientific andsystematic.Meanwhile, the results of this study on the domestic small and mediumcommercial banks design scientific and reasonable evaluation system also has areference.Key words:BSB5organizational structure reform,the di

10、vision system,performance appraisal 目錄第一章緒論1.1研究背景1.2研究意義1.3研究內(nèi)容1.4研究方法第土章理論基礎(chǔ)2.1績效考核2.1.1績效的內(nèi)涵2.1. 2績效考核2.2績效考核的系統(tǒng)構(gòu)成2.3績效考核的原則2.4績效考核的方法2.4.1目標(biāo)管理MBO2.4.2關(guān)鍵績效指標(biāo)（KPI）2.4. 3平衡計(jì)分卡（BSC）2.4.4個(gè)人績效承諾（PBC）2.4.5 360度考核法第三章包商銀行公司金融事業(yè)部改制中績效考核現(xiàn)狀及存在的問題3.1包商銀行公司金融事業(yè)部改制3.1.1包商銀行簡介3.1.2包商銀行人力資源現(xiàn)狀3.1. 3包商銀行公司金融事業(yè)部改制

11、3.2包商銀行公司金融事業(yè)部改制中績效考核現(xiàn)狀3.2.1績效考核的指標(biāo)體系3.2.2績效考核的導(dǎo)向性3.2. 3績效考核的組織管理3. 2. 4績效考核主體3. 2. 5績效考核頻次3. 2. 6績效考核的方法3. 2. 7績效考核結(jié)果的應(yīng)用3. 2. 8績效考核結(jié)果的反饋3.3績效考核中存在的問題3. 3.1沒有建立完整科學(xué)的指標(biāo)體系3.3.2考核與戰(zhàn)略導(dǎo)向相脫節(jié)3.3.3考核的組織管理較混亂3.3.4考核主體不明確3. 3. 5考核頻次過長3. 3. 6考核方法不科學(xué)3. 3. 7考核結(jié)果運(yùn)用片面性3.3. 8缺乏配套措施第四章包商銀行公司金融事業(yè)部績效考核體系再設(shè)計(jì)4.1包商銀行公司金融部績效考核指標(biāo)的再設(shè)計(jì)4.1.1績效考核指標(biāo)設(shè)計(jì)的理念與原則4.1.2績效考核指標(biāo)的再設(shè)計(jì)4.2績效考核的組織管理4.3績效考核主體4