Everbright Bank X Branch Performance Management System Study

At present, the reform on finance system of China is being pushing forward intensely. Competition between banks becomes more and more tense. If a bank wants to gain advantage in competition, it has to improve its holistic efficiency and ability. Practice has proved that the valid way to improve holistic efficiency and ability is to adopt performance management. Performance is evaluated working behavior, method, and result. Performance management is to push employees to advance towards organizational goal by persistent communication to form expected benefit and output of the organizational goal. Performance management is oriented by development, connected by communication, supported by administration, instrumented by evaluation, actuated by prompting, bridged by training. It is the foundation and core of the organization of human resource management. Performance includes plan performance, control performance, evaluation performance, and feedback performance. The theoretical base of performance management is system management theory, target management theory, and employee actuation theory. The study object, Chengdu X Branch of China Everbright Bank, is a grassroot branch of a stock system commercial bank. It is a bank breaking loose from a pretty mess and in rapid development. As for new performance management has been implemented and improved, remarkable changes take place in this branch on business development, asset quality, finance expenses, operating profit, enterprise culture, and employee spirit. Performance management is not new to enterprise. However, different enterprises hold different understanding to its importance, instancy, and feasibility. As a special finance enterprise with main business on monetary, performance management is of great significance to bank. Moreover, as a grassroot branch, X branch could get good operating benefit only when it integrates employee performance, team performance, and organization performance, that is, to implement overall performance management. The theme of this paper is, based on system management theory, target management theory, and employee actuation theory, to analyze the situation and problems of the old performance management of X branch, and the benefit when new performance management is implemented. The conclusion is, so as advancing with time, improve performance management continuously, a bank can grow from small to large, from weak to strong, and develop to grandness and mature. The specific thread of this paper is: The first chapter introduces briefly basic theory of performance management, including the basic concept, theoretical base, and system of performance management. The second chapter reviews the old performance management situation of X branch, including background, current problems, and the old performance management system. The third chapter is the performance management restructure of X branch, including goal and principle of the restructure; preparation, which includes division of organizational goal, position description, KPI design, and performance management training; contents, which includes performance plan, implementation, evaluation, feedback, and application. The fourth chapter is the effect and evaluation of new performance management of X branch. The effect is remarkable changes on business development, enterprise culture, HR management, and enthusiasm of employees. The evaluation is on goal setting, performance communication, performance evaluation, and result application.