Research On Z Bank Performance Management Optimization

As the reform of the domestic financial system matures and the degree of financial marketization continues to increase,commercial banks must improve their core competitiveness in order to achieve their own competitive advantages.Good performance management is one of the important links for enterprises to shape their core competitiveness.Commercial banks can use scientific performance management system to explore and introduce talents,optimize enterprise human resources,and continuously improve their competitive advantages and achieve the goal of maximizing value.In the past,Z Bank has adopted the balanced scorecard method.It mainly sets performance appraisal indicators and specific content of performance appraisal at all levels.The main targets are sub-branch performance appraisal indicators,employee performance appraisal indicators,qualitative and quantitative.Assessment indicators,branch president and deputy assessment,second-level branch president and deputy,director and general staff assessment.In the process of assessment implementation,target setting,situation record,assessment score,comprehensive assessment,communication feedback,and performance application are carried out.In combination with the current implementation of Z Bank,there are mainly lack of applicability of performance system,incomplete assessment content,imperfect indicator design,inadequate communication feedback,inadequate supervision during implementation,and unreasonable use of performance appraisal results in performance appraisal.Item.The basic reasons for the problems found are divided into cognitive reasons and system training reasons.The cognitive reasons are mainly that the employees do not have a clear understanding of the performance management work,the overall strategy is not enough,and the responsible person does not pay enough attention to performance management.The reasons for system training are mainly the lack of experience of the responsible person,the relatively monotonous working mechanism model,and insufficient performance management and corporate culture.Z Bank Performance Management needs to be optimized from the following three aspects.First,optimize the design indicators and weights,and optimize the assessment indicators of branch institutions,the weights of departmental indicators,and the improvement plan of employee assessments.Second,optimize the assessment content of wages,mainly including the calculation of the president and deputy salary of the branch.Second-level sub-branch president and deputy salary calculation,director and general staff salary calculation;third,performance management implementation process optimization,such as improving performance appraisal information system,establishing timely feedback and effective communication channels,establishing supervision mechanism,deepening performance appraisal The results are applied.In response to the above optimization schemes,in order to ensure better development of performance management,relevant safeguard measures have been further proposed,such as strengthening corporate culture construction,enhancing employee performance training,improving incentive and restraint mechanisms,and clearly implementing the system.This paper follows the basic ideas of finding problems,analyzing problems and solving problems,and adopts literature exploration method,interview method and statistical analysis method.Through the analysis of the main problems in the performance management process of Z Bank,and making specific optimization strategies and safeguard measures,it makes up for the shortcomings of Z Bank's original balanced scorecard,and can effectively promote the performance management coordination of the main branches and internal departments.Develop,improve its overall competitiveness,increase market share,and ultimately achieve Z Bank's strategic goals.