Research Of The Improvement Of The Performance Management System Of S Sub-branch Of G Bank

In an economically fierce market competition,companies can only stand out from the competition if they have core competitiveness.Good human resource management is directly related to whether companies can retain talents,use talents,and cultivate talents,which in turn affects the long-term stable development of enterprises.Performance management is a core task in human resource management and plays an increasingly important role in improving the competitiveness of commercial banks.The traditional performance management methods of commercial banks have been unable to adapt to the competition and needs of the new society,and a more complete,scientific and reasonable performance management system needs to be formulated.At present,the performance management of S sub-branch employees is more reflected in the primary department performance appraisal.The performance appraisal of individual employees is basically zero,and it is difficult to play the substantive role of performance management.This paper applies the performance management theory to the optimization and improvement of the human resources performance management system of the S sub-branch of the state-owned commercial bank.By understanding the current situation of the performance management of the S sub-branch,it finds the existing problems and analyzes the causes of the problems.Finally,according to the actual situation of the S sub-branch,it uses performance management tools such as key performance indicators,balanced scorecards,and 360-degree performance evaluation methods to build and develop a more operational performance management system,and hopes to help S sub-branch improve employee performance management and enhance branch competitiveness.At the same time,it provides reference for the performance management research of other banks' grassroots sub-branches.