Redesign On The Performance Management Of Shenzhen R Rural Bank

R Rural Bank in Shenzhen was established in June 18,2010, is the fifth rural bank under H-bank group, headquartered in Shenzhen Baoan district, is the first-opened Rural Bank in Shenzhen area. According to the investigation, the paper found that the original performance management system of bank exist the following problems:(1) the performance management system and the strategy of this bank does not match; (2) performance review process is not complete; (3) performance index system is not scientific; (4) performance evaluation result application is not comprehensive. To solve these problems, this paper argues that the unit performance evaluation system to corresponding significant improvement, in order to motivate the members of the organization to improve performance.In this paper, the main structure is as follows:the first chapter is the introduction part. The second chapter introduces the main theories and methods used in research institute. The third chapter acclaims the current performance management system of this bank, analyses the main problems of appraisal. The fourth chapter based on the balanced scorecard theory, for the entire organization to establish a performance evaluation index system. By using accounting manager as example, build evaluation indicators of the position. The fifth chapter based on the problems existing in the original performance evaluation system, putting forward new design of performance management process and the effection using, and relevant supporting measures are presented.In this paper, the improvements mainly include the following contents:(1) to establish a new index system. Based on the balanced scorecard method, from four aspects such as finance, customer, internal process, learning and growth to structure the architecture, by quantitative index, KPI subdivision step by step to establish the performance evaluation index system to overcome the unscientific dimension weight and too much emphasis on financial indicators. (2) to redesign the performance management implementation process.(3) to improve the feedback link of performance management result, strengthening the analysis field, using methods such as interviews and improvement plan to help employees improve performance; (4) to perfect results using link, the improvement of reward plan, post adjustment plan, employee training plan, and so on.