Design On CMB Changsha Branch Performance Management System

Employees can come or go, incomes can be up or down, and managers can bepromoted or demoted. This “six cans” mechanism is the most influential innovation ofhuman recourse system in CMBC (China Merchants Bank). For years, this mechanismhas played a driving role in stimulating the employees' positivity and creativity. Due tothe increasingly intensive competition in the financial market, the “secondtransformation” developmental strategy in CMBC made even greater demands onperformance management. Several performance management problems gradually riseto the surface. The problems are reflected by the following six “insufficiencies”:concept insufficiency manifested by the lack of efforts on building up the enterpriseculture of a proficient performance management; responsibility insufficiency showedby the lack of responsibility of the managers' duty on the performance management;management insufficiency showed by the incomplete establishment on theperformance management system; integration insufficiency represented by the lack ofmultidimensional evaluation; commitment insufficiency showed by the lack of properapplication of the performance evaluation; informatization insufficiency manifested bythe lack of performance management technology. Above is the background of thisresearch project.The theoretical basis of this research project is the performance managementtheory of key performance indicator and the balance scorecards. Referencing theprevious research findings from home and abroad, with the backgroundacknowledgement of the performance management system in CMBC (ChangshaBranch), this research project analyzed the current situation of the enterpriseperformance management system and the existing problems in the performanceappraisal. The achievements of this research project are that the adoption of theproject-oriented way of treating the performance management guaranteed thelevel-by-level analysis and step-by-step feedbacks, the establishment of performancemanagement system in CMBC (Changsha Branch) was achieved, and the establishmentof performance aims and performance training were emphasized. The limitation of thisresearch project is the lack of the integration effect between the performancemanagement and other parts of the human resource system. Based on the analysis of the current situation of performance management inCMBC (Changsha Branch), this research project proposed the improvement strategiesand measurements on the performance management. Considering the differences ofduties and specializations, a hierarchical and categorical performance managementsystem for managers and employees was established, which extended the greatesteffect of the performance management and boosted the performance promotion of allstuff. The evaluation measurements are varied according to departments andindividuals, e.g. the managerial setups and the president of branch bank adopted theBSC evaluation measurement, the customer manager and the counter personneladopted the KPI evaluation measurement. After comprehensively improving theperformance management schemes of each sequence and building up the keyperformance indicator system, the way of establishing a scientific performancemanagement system was pointed out. When applying the performance managementsystem, attentions should be paid on effectively integrating the evaluation results withincentive mechanism, continuously upgrading and perfecting the measurements ofperformance appraisal, forming the atmosphere of performance appraisal, andproviding prerequisites in conceptual, structural and institutional way for applying theperformance appraisal system. The last step is to point out the direction of furtherimprovement of the scheme, the way of effectively integrating the system with otherparts of human resource system, with other matching systems such as organizingstructure, business process, and enterprise culture etc..This research project provides positive suggestions to the modification of theexisting performance management system in CMBC (Changsha Branch), theexploration of the effective enterprise-characterized management measurements, andthe stimulation of sustainable, steady and effective development in CMBC (ChangshaBranch).