Research On The Optimization Of Employee Performance Appraisal System Of K Branch Of Bank G

At present,the pace of financial reform is accelerating,and the traditional commercial banks are facing huge market pressure.After all,the competition between commercial banks is the competition for talents.Performance appraisal is not only the "propeller" for the growth of employees in the outlets,but also the "baton" for the operation of commercial banks.Establishing and improving the employee performance appraisal system can not only attract and manage talents,but also rapidly improve the internal efficiency of the outlets Promote the continuous and stable operation of banks.Therefore,this paper takes the performance appraisal system of K outlets of Bank G as the research object,and is based on relevant theories such as the concept of performance,the relationship and difference between appraisal and management,appraisal principles,appraisal system,goal consistency and expectation theory.With four mainstream assessment methods as the research tool,this paper optimizes and studies the existing problems and reasons of the network performance assessment system.First of all,by means of theoretical analysis,on-site interview and questionnaire survey,we analyzed the current management situation of the outlets such as the organizational structure,personnel composition,business efficiency,assessment ideas,assessment content,assessment results and application,and found that there were problems in the design stage of performance assessment indicators,the implementation stage of performance assessment,and the application stage of performance feedback in the K outlets of Bank G,the root cause of which was that the assessment subjects did not have a clear understanding of performance assessment There are four major aspects to be further strengthened: the subjectivity of performance appraisal,the inadequate supervision and guidance of the superior bank,and the self-protection awareness of employees.Then combined with the actual operating conditions and personnel characteristics of K outlets,the balanced scorecard was used to design the assessment indicators of the outlets in the four dimensions of finance,customer,internal operation,learning and development,and the analytic hierarchy process was used to reasonably allocate the weight of each assessment indicator to form the balanced scorecard table of the outlets.Next,in order to improve the effectiveness,pertinence and accuracy of performance assessment,Assess the performance level of employees at all posts by combining the 360-degree assessment method.Finally,the guarantee system in three aspects of organization,system and culture is given to ensure the smooth and efficient implementation of the optimized system,so as to improve the subjective initiative and contribution of employees,improve the level of operation and management,effectively help the outlets to improve their core competitiveness,and further promote Bank G to achieve its development goal of stable operation,and based on this,deepen the refining and summary to form a set of scientific and efficient A fair and reasonable performance appraisal system provides reference and reference for the revision and improvement of performance appraisal indicators of the same type of outlets,thus promoting the development of the overall traditional banking industry.