Research On Performance Assessment Of CCB A Branch To Its Secondary Branches

Along with China’s economic development, financial system changes constantly and the business restrictions on financial institutions are also gradually relaxed. The State Council of the People’s Republic of China announced "the decision of the State Council on amending the< the management regulation of the People’s Republic of China on foreign banks>" on November 27,2014. And at the end of June 2014, China set up 1263 P2P network platform, the deal amount of which reached nearly 100 billion RMB in the first half year alone. The influx of foreign banks, the development of the domestic small and medium-sized commercial banks and non-bank financial institutions have caused a big impact on the operating performance of state-owned banks. The competition between the financial sectors is more and more fierce. The essence of the competition between enterprises is competition of management system while performance appraisal is exactly one of indispensable important link and the guarantee of the orderly operation for the enterprise management mechanism and realization of management goals. If the state-owned banks want to be in a good position in the new round of financial industry competition, they must continuously develop and perfect their own management ideas in the baptism of the market economy and set up effective performance appraisal system.The first part is the introduction which points out the research background and significance of the paper, makes a review and summarization of the research results of domestic and foreign scholars on performance appraisal, and shows the frame structure of the paper and its innovations and insufficient places; The second part expounds the theoretical basis of performance appraisal such as the principal-agent theory, strategic management theory, incentive theory, etc., and introduces emphatically at the same time the construction methods of the three commonly used performance appraisal system:key performance indicators, the balanced scorecard and camels rating method; The third part points out the problems of unreasonable index setting and the lack of long-term mechanism that CCB A branch exists in the assessment process to the secondary branch by combining the development situation of China construction bank performance appraisal theory with the actual situation of CCB W branch, and carries on detailed analysis to the causes of the problem; The fourth part conducts the set of complete assessment index according to the basic principles of performance appraisal program design, and further expounds the application methods of the performance appraisal; On the fifth part, the suggestions to make further improvement of the performance appraisal scheme built above are put forward, such as:adjust the related appraisal index, add deposit deviation and indexes of staff turnover, continuously improve the performance appraisal mechanism to form the performance appraisal culture of enterprise, etc. The sixth part is divided into conclusion and outlook:the whole paper is summarized and the applicability of the research conclusion is expected.The innovation of this paper is that it is a research on organization performance appraisal of CCB A branch to its Secondary branches. The current domestic scholars and related staff usually focus on performance appraisal research of commercial bank employees. The research on banking institutions, especially performance evaluation of the secondary branches of CCB A branch is less, so this paper may have innovation on performance evaluation of secondary branches of CCB A branch. The performance appraisal of organizations at the grass-roots level will directly affect the enthusiasm of staff and the profit and development of the enterprise. Starting from the perspective of organization performance appraisal, this paper evaluates the main business performance and operating results of each branch in the current period objectively, recommends introducing deposit deviation in performance appraisal index indicators, uses the "customer oriented index" in the balanced scorecard and "learning, innovation and growth" these related non-financial indicators and improves the performance evaluation mechanism which are all conducive to the realization of the bank management goals.