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Construction of G Bank Yunnan Branch Office of Performance Management System

Author: HuZhiPeng
Tutor: WangFei
School: Kunming University of Science and Technology
Course: Business Administration
Keywords: Performance management Balanced scorecard method Key performance indicators
CLC: F272.92
Type: Master's thesis
Year: 2011
Downloads: 52
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China’s financial industry after a market-oriented reforms, entry of foreign banks, domestic banks after the IPO market, have changed their image of rectitude state-owned banks, while the G bank reform, have established their own risk management systems, data exchange systems, financial engineering institute, a number of overseas branches and other work,, In the market to maintain the first position, but with the increasing market competition, banks in order to gain a competitive advantage, we must continuously improve its overall performance and ability to work to strengthen its core competitiveness in order to adapt to the vagaries of the current economic situation and market, to adapt to the banking needs of global competition.. At present the state-owned commercial banks for their own situation, plan a strategic planning and development objectives, but management did not update, and therefore highly desirable to establish a scientific system of performance management, state-owned commercial banks to promote the overall implementation of the strategy to achieve state-owned commercial banks to develop goals and plans.Author of this paper to the inauguration of the G Bank for its performance management system object, G Bank currently relies mainly on the performance evaluation to guide business development, and evaluation indicators mainly focus on financial indicators to be built, the performance management theory of non-financial indicators do not attention, leading to the original performance appraisal system can not effectively guide the Bank’s implementation and the overall strategic objectives. Therefore, to build an advanced, in line with the actual bank, effective implementation of the strategic performance management system is imperative.Paper the use of systems analysis, case analysis, comparative analysis and hierarchical analysis, combined with the actual situation of banks, sub-chapters to build on the performance management system, the first chapter introduction, the paper describes the framework and ideas; second Chapter Performance Management and Methods of the theory, the theory of primary research and analysis; Chapter G Bank Yunnan Branch Office status of the existing performance management system, the existing performance management system and conducted a study; Chapter innovative performance management system design, initial construction of a new performance management system, the existing deficiencies of the refined and improved; Chapter G Bank Yunnan Branch Office performance management system to implement protection measures, problems that may occur are analyzed and forecasts; Chapter VI of the paper is summarized and prospects.This paper to G Bank Yunnan Branch Office status of performance appraisal system, based on the theory with the Balanced Scorecard, from a financial, customer, internal business processes, learning and growth of four levels of the bank’s strategy to decompose G, according to the level, the relationship between the design realistic assessment indicators and outcome indicators of the dynamic emphasis on tracking and analysis, called for the establishment of communication platforms, regular and timely feedback on results, effective evaluation methods and indicators of adjustment, system to establish the use of examination results, Bank strategy can be passed to achieve each level employees, and effectively carry out their daily work. Bank paper by G Yunnan Branch Office Performance Management research and design, improved management of three areas:one for the bank to effectively carry out the strategic objectives, provide operational management tools. Two emphasize performance results depend on the training of their employees, job, job promotion and career planning, reduce and avoid subjectivity on the characteristics of the personnel; third of banks how to establish evaluation index, provides operational principles and practices, performance measures for banks provide strategic guidance.

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CLC: > Economic > Economic planning and management > Enterprise economy > Enterprise planning and management decision - making > Corporate Administration > Personnel Management
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