Research On Credit Personnel Performance Management Of Changsha Yuhua Rural Cooperative Bank

With the advent of the era of knowledge economy, human resources and humancapital rather than physical capital become the main source of increase value in termsof innovation in knowledge or applications of the high-tech products. Creditpersonnel, who contribute most to the benefit of the banking sector, represent themost dynamic human resources and play a vital part in the innovation and thedevelopment of the domestic banking products. Meanwhile, due to the distinctivefeatures of credit personnel, the performance evaluation, outcome measure, theincentives methods of them are different from those of general staff of the bank.Therefore, it is of realistic significance to develop reasonable performance appraisalsystem for them based on scientific methods of management so as to help motivatethem to maintain positive and innovative.Guided by the theory of performance management of key performance indicatorsand balanced scorecard performance management theory, the thesis analyzes thestatus quo of credit officer performance management in Changsha Yuhua RuralCooperative Bank according to the results of performance management at home andabroad. We find that the problems of credit officer performance management are asfollowed: no performance targets for the strategic direction, the unreasonableperformance evaluation index system, no performance management communicationand performance counseling, the short of good use of performance evaluation results.Given the specialized labor division based on the performance of credit personnel,only when we build a hierarchical classification of the credit staff performancemanagement system can we conduct the personalized evaluation of credit personnel inorder to exploit the effectiveness of performance management to maximum, andpromote their job performance. The evaluation methods vary: for a credit bankgovernor, we can carry out a comprehensive evaluation method consisting of thesector performance assessment, customer performance and personal qualitiesassessment; for the credit manager, we can use the customer performance-orientedevaluation; for credit back office staff, KPIs evaluation. The following questionsshould be given attention to when implementing the credit personnel performancemanagement program: the correlation with team performance, the cost andeffectiveness of the assessment, a correct understanding of the value and importance of performance management, the relationship between performance management andhuman resource management. Also, we should ensure the operation of managementsystems with regards of organizational and institutional aspects.Finally, the thesis notes the direction of the improvement, namely, how tointegrate the system to the other modules of the human resources and to theorganizational structure, business processes, and corporate culture, and how todecompose and design the performance indicators of credit personnel. The conclusionof this thesis provides the reference for the existing credit officer performanceappraisal system and aims to enhance the sustainable innovative ability of creditpersonnel.