Research On The Optimization Countermeasures Of Performance Evaluation System Of J Bank’s Basic Level Tellers

In the banking system,grassroots tellers have the most contact with customers,and the number of grassroots tellers accounts for the largest proportion of banks,and whether their professional level and efficiency will not only affect customers’ views on the bank,but also have an important impact on the long-term development of the bank.At this stage,China’s commercial banks are gradually establishing a performance evaluation system for grassroots tellers,and the same is true of Bank J.Performance evaluation is an important part of the bank’s organizational human resource management and development,and the use of reasonable performance evaluation methods to build a performance evaluation system for different types of employees can significantly improve the accuracy and effectiveness of performance evaluation.At present,the research on the performance evaluation of commercial bank practitioners is basically focused on state-owned commercial banks,while the exploration results for local commercial banks are still few.Therefore,the research results of this paper can not only enrich the performance management research in the organization and management of China’s commercial banks,but also provide useful reference for China’s commercial banks to optimize and improve the performance evaluation system,and contribute to the transformation and upgrading of China’s banking industry.Through a large number of basic research in the early stage,this paper selects Bank J as the research object,on the basis of literature research,comprehensively uses questionnaire survey method,case study and other methods to systematically analyze the construction status of Bank J teller performance evaluation system from multiple aspects,and summarizes a series of existing problems in Bank J’s performance evaluation system on this basis,mainly reflected in: First,the setting of performance indicators is not scientific;Second,the person being evaluated cannot participate in the evaluation process;Third,the performance appraisal results are not fully applied;Fourth,there is a lack of attention to the value of feedback performance appraisal;Fifth,there is insufficient understanding of the uniformity of performance evaluation.In the course of the investigation,it was found that the current performance evaluation system had many negative effects and needed to be improved.In view of this,this paper puts forward the idea of optimizing the performance evaluation system for the current problems,mainly including: first,the establishment of a scientific performance evaluation index system;The second is to increase the participation of tellers in performance evaluation;The third is to optimize the application of performance appraisal results;Fourth,strengthen communication and form a feedback mechanism for evaluation results;Fifth,rely on institutionalized performance evaluation teams to empower performance evaluation operations.At the same time,the guarantee mechanism of performance evaluation is discussed in several aspects,such as promoting performance culture and concept,improving employee growth system and performance evaluation plan,and strengthening information system technology support.