Research On The Improvement Of Performance Assessment System In Industrial And Commercial Bank Of China, D Branch, S Sub-Branch

In recent years, with the acceleration of economic globalization and the joint-stock reform in state-owned commercial banks, competition among banking has become increasingly fierce. As the fundamental content of operational mechanisms, performance management is attracting more special attention. Practice has proved that a scientific performance management provides effective ways to improve the organizational performance. An effective management method can help to realize the sustainable development of enterprises' performance, inspire motivation and potential of employees for enhanced working satisfaction, increase the cohesion of the teams remarkably and improve the performance level. In response to fiercer competition from banks, Industrial and Commercial Bank of China, D Branch, S Sub-Branch (ICBC, DB, SSB) has established a series of performance assessment methods according to the bank's operating strategy. Nevertheless, the original political performance management has several drawbacks such as inadequate quantitative degree of assessment targets, ambiguous responsibility, incomplete application mechanisms and so on, which suppress the staff's enthusiastic and cause the bank's inapplicability for the need of market competition.In order to improve and acquire a more effective performance assessment method, this article introduces the more comprehensive balanced scorecard (SBC) method to research the performance management of the bank based on the study of performance management theory and method. All the key elements of positional system and operational targets are considered sufficiently in the improved performance assessment system, which also combines the four parts such as finance, customer, internal management and learning and innovation development. And then solves the problems of confliction of short- term and long- term goal in performance management and the limitation of financial index in reflecting future development of banks. In addition, this improved method extends the customers'position, that is, each bank clerk should increase the customers'satisfaction degree while carrying out the performance assessment. Each clerk cannot neglect the optimization of the internal operation and the development and innovation of themselves when they concern the business index. Finally, this paper analyzes and discusses the safeguard measures during the implementation of performance assessment, which aims to provide some references for the construction of performance assessment system in in state-owned commercial banks,...