Research On Performance Evaluation System Of G Branch Of KS Bank

G branch which is the secondary branch of provincial branch of KS bank has always been to follow the pace of KS Bank. It is committed to innovating and changing the management concepts, optimizing the management system, building organizational culture, innovating financial service means, improving service facilities, and its business has achieved rapid development. But now because of the need for international development, if G branch wants to maintain its good performance, it needs to conform to KS Bank's strategic direction. G branch must optimize its performance evaluation system and follow the pace of KS Bank to help KS Bank achieve international development strategy.Based on that, this paper comprehensively assessed the present performance evaluation system of G branch, and then it used the Balanced Scorecard to develop a set of performance evaluation system for future long-term development of G branch.The paper introduces the KS bank and explained its mission, vision and strategic goal. Then it describes the G branch's introduction and its present performance evaluation system. The economic value added (EVA) is the cord of the system. The system's main features are: First, the economic value added (EVA) is the cord of the vertical branch; second, it established crosswise departments'performance evaluation system; third, it established employees'the annual performance evaluation system.After understanding the situation of KS Bank and G branch and the new requirement of G branch that need to establish a comprehensive, balanced performance evaluation system, the paper compared the system of G branch with HSBC Bank's and interviewed the management staff of G branch about the present performance evaluation system. After analysis, it knew the shortcomings of present performance evaluation system are: First, the performance evaluation system and development strategy of KS Bank does not match; second, the evaluation indicators are one-sided single and lack of scientific, systematic and integrity; third, the department's performance evaluation is too extensive horizontal; fourth, the evaluation in employees is unfair; the fifth, the process of performance evaluation employee engagement is low; sixth, performance feedback is not ideal. After analyzing the problem in the current performance evaluation system of G branch bank, this paper determine key performance indicators and their weights from for areas, that is financial, customer, internal processes, learning and growth, based on strategic objectives according to the Balanced Scorecard performance evaluation procedure. And this paper designs a specific Balance Scorecard containing overall level, departmental level and staff level for G branch bank in order to improve the existing performance evaluation system.Finally, combining the actual situation of G branch of KS Bank, this paper illustrates how to ensure the performance evaluation system of G branch bank which is based on Balanced Scorecard is effectively implemented and utilized from six aspects consisting of performance evaluation organization, performance evaluation planning, performance implementation and management, performance evaluation, performance evaluation feedback and the application of performance evaluation results.