A Research On The Performance Appraisal Management Improvement In The Branches Of "A Bank"

In recent years,with the gradual development of Internet finance,such as Alibaba-led Internet merchant banks and Tencent-led Micro-Bank,the operating environment of China's traditional commercial banks is facing a great impact.In the face of shocks,how to effectively realize the strategic goals of commercial banks and maximize the overall advantages of the company has become one of the core competitiveness of various commercial banks.Therefore,it is very difficult to study a set of reasonable performance appraisal system,combine the performance appraisal goal with the business objectives of commercial banks,transfer the value of commercial banks to the management system of the whole company,and promote the value creation of commercial banks.This paper adopts the combination of theoretical research and empirical research.Firstly,it introduces the related concepts,methods and various theoretical foundations of performance appraisal,and then collects the existing problems of the target company through field research.With the method of questionnaire survey,a sample survey of 114 employees of Bank A was conducted to analyze the recognition of the performance appraisal results of Bank A employees,the performance appraisal of Bank A performance appraisal and the bank's strategic relevance,and comprehensive analysis of the problems in Bank A performance appraisal.Finally,the relevant improvement plan is proposed for the collected problems,which provides a basis for the improvement of the performance appraisal of the target A bank.In the empirical investigation,this paper conducts a detailed survey on the status quo of Bank A's performance appraisal by means of questionnaires,including A bank institutions,branches to A bank outlets,superior banks to Bank A leaders,and Bank A to affiliates,and the assessment of employees.Through investigation and analysis,it is found that the A-bank performance appraisal has more evaluation indicators,which leads to the unclear core indicators,the lack of overall synergy in performance appraisal,the backward performance appraisal method,the deviation of bonus distribution,the unclear role of employees in appraisal goals,and the performance appraisal.These 6 questions on performance management had been found.In response to this kind of problem,the article promotes six improvement programs by simplifying the assessment indicators,strengthening the overall linkage of performance appraisal,recommending the evaluation method of the points system,assigning according to the customer category,improving the process of the assessment system,and promoting the performance evaluation.In order to effectively implement the program,the article clarifies the functional positioning of the performance appraisal system,determines the process flow of the indicator process,transparently assesses the model,categorizes the assessment according to the customer,re-divides the process of the rules of separation,strengthens the management process of each department.The performance management project is implemented in seven steps,including the employee management process.Through the improvement of the original performance appraisal plan of Bank A,the enthusiasm of all account managers' individual work has been significantly improved,and the department's individual performance has doubled its performance than the original system implementation plan.The overall performance of the account manager increased by 76% compared to before.The overall performance of A banking institutions has improved significantly.After the implementation of the system,the average daily deposit growth of Bank A network ranked second,and the per capita profit is ranked 3rd.