Study On Performance Evaluation Of S Bank Shenyang Branches

With the deepening of the field of global financial innovation and mechanisminnovation and gradually opened the country after China’s WTO accession, the fiscaloperating environment faced by the commercial banks, business model and externalregulatory requirements are quietly changing. In order to meet the new situation, commercialbanks must further strengthen their internal management; improve the core competitivenessto cope with the increasingly fierce competition within the industry and the externalenvironment changes. In various fields of institutional reform of commercial banks, thechange of the performance appraisal system is the core of human resource managementsystem. Throughout the course of the performance evaluation of commercial banks, the fourmajor state commercial banks, represented by large and medium-sized commercial banksexperienced a performance appraisal issues within the system operating and actively exploreand practice, has been gradually shift from a single, scattered ceilings business assessmentand further highlights the quantitative assessment, performance evaluation target systemefficiency, asset quality, the scale of business as the main body. However, come from urbancredit cooperatives into city commercial banks, there is an urgent need to change the relativebackwardness of extensive management performance appraisal system. Establish areasonably complete and unity, the overall goal of the development of city commercial banksmatch the performance appraisal system is imperative.That is, select the S bank is growing fast in Shenyang Branch as a research object, itscurrent performance evaluation of the status qua of research, focusing on analysis of existingproblems, and try the basic theory with the Shenyang area within its jurisdiction the branchof the performance appraisal practice combination, at this stage of work priorities anddevelopment strategies oriented changes, the system sort out the performance appraisalprocess, a comprehensive design of key appraisal indicators, the choice of scientificassessment methods to build a performance appraisal system in the development of theactual match. On the basis of a detailed analysis of changes in the S Bank Shenyang Branchstrategic guidance in thinking, learn from the industry’s state-of-the-art Balanced Scorecardperformance evaluation methods, the introduction of non-financial indicators of examinationcontent, organic combination of financial indicators assessment, re-designing the assessmentsub-branches short-term operating results, management by objectives performance appraisal approach-"thousands score" system of performance evaluation methods, the main line andtwo core indicators of deposits and profits, cleverly draw on the economic value addedmodel, the risk-adjusted return on assets indicator embedded performance The appraisalsystem was designed the way of the assessment sub-branches and long-term cumulativegrade sub-branches of the business contribution to performance appraisal. The organiccombination of the two options, to form a more scientific, systematic, comprehensiveperformance evaluation system, and the line gradually transition to the performanceevaluation model as the core of economic profit to lay a solid foundation. Re-build the Sbank in Shenyang Branch performance appraisal system, better able to meet current businessneeds of the bank, and its basic positioning and strategic direction to enable us to bring theincentive and restraint mechanisms, and strategic direction of the performance appraisalsystem role for the S bank in Shenyang Branch, steady and rapid development of escort.