CCB YY Branch Performance Management Problems And Countermeasures Research

In the fierce competition among commercial Banks, commercial Banks at home and abroad to work hard to raise their competition ability. The United States "fortune" magazine:China construction bank in2011ranked108th in the world top500enterprises, ranked ninth in the top500Chinese enterprises. As a secondary branch of China construction bank, China construction bank YY branch Y city, in order to develop in the fierce competition between peers, in recent years has carried on the bold reforms to its fields. YY branch spending on performance management system reform strength is very big but it’s not ideal.In this paper, based on the theory of the balanced scorecard to branch of China construction bank YY’s performance management system as the research object, through questionnaire investigation branch of China construction bank YY deeply survey of employees at all levels, application of case study method of YY branch organization structure and management status analysis and study seriously. Summed up the YY branch of the main problems of performance management system:business index is not reasonable, strategic orientation is not clear; Performance management tracking counselling stage the lack of effective communication; Long reduce the effectiveness of performance management, performance appraisal cycle; Part of the performance appraisal system is not scientific; Not enough emphasis on employee learning and development; Performance evaluation method is single; Performance pay can’t fully reflect the value of employees. Application related knowledge of management and the balanced scorecard theory combined with the practical operation of the branch performance management system in-depth study of the above problems, put forward specific countermeasures. In order to ensure the success of the paper’s research has practical application effect, the author used survey method and simulation method to study the preliminary approach to performance management strategies and YY branch repeated in-depth discussion. In order to determine the rationality and feasibility of the proposed the solution strategy. Feasibility for low resolution strategy is optimized to improve, ultimately determine the following countermeasures:optimize business performance targets clear enterprise strategic orientation; Performance appraisal to strengthen information communication between higher and lower; To speed up the performance appraisal cycle motivate staff work enthusiasm; Highlight the fair principle of fine performance appraisal system; Pay attention to employee learning and development of enterprise talent competitiveness; Diversified performance evaluation method; Adjust the performance salary standards reflect the employees work. As a branch of China construction bank YY performance managers optimise its performance management system for reference.