MBA教育中心知识库

Abstract

With the development of China's financial industry, the golden age and silver age of commercial banks have gone away, and they are experiencing the "black Iron Age", with increasingly fierce market competition. At present, the assessment and management of the branch staff has been gradually improved, but the assessment and incentive of the head office staff is insufficient. As the R&D, development, guidance and promotion department, the front desk department of Lanzhou Bank head Office is the baton of the bank's business development and plays a crucial role in the bank's operation and development. The implementation of scientific, reasonable and effective performance appraisal on the front desk staff of Lanzhou Bank head Office is of far-reaching significance to promote the development of bank business and market competitiveness.

First of all, this paper systematically expounds the relevant basic theories and research status of scientific performance appraisal, which provides a theoretical foundation for the paper design. Secondly, the paper analyzes the performance appraisal status of front desk department of Lanzhou Bank head Office and designs a questionnaire. For Lanzhou bank headquarters of the front desk department problems existing in the current performance appraisal and causes a summary and analysis, is mainly due to the front and back office in different jobs, work content, evaluation index set is not comprehensive, does not match with organizational strategy, score is too subjective, examination before the people, internal equalization, and formed a new "Commons". Finally, based on the balanced scorecard theory and combined with the development strategy of The Head office of Bank of Lanzhou, the performance appraisal scheme of the staff of the front office of Bank of Lanzhou is optimized and designed in view of the existing problems in the performance appraisal of the front office of Bank of Lanzhou. The purpose and scope of evaluation, evaluation cycle and process are clearly defined. Nineteen important data of performance evaluation are selected around the four levels of balanced scorecard. Analytic hierarchy process  is adopted to determine the weight of performance indicators, and individual performance distribution formula is designed to establish a communication and feedback mechanism.

In this paper, through optimizing the performance appraisal system of staff in the front desk department of Lanzhou Bank, the phenomenon of non-responsibility, inaction and even "lying down" will be corrected, the implementation of policies will be improved, and the enthusiasm of staff staff to start their own business will be stimulated. It is expected to provide help for the bank to improve the performance management of the staff of the front desk of the head office, and also have certain reference significance for the performance management of the staff of the front desk of the head office of other commercial banks in cities.