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With the rapid development of the global economy, to survive in the fierce competition in an invincible position, the commercial banks of various countries to strengthen the research and practice of performance appraisal system, after the completion of the joint-stock reform of China's state-owned commercial banks, has not yet been established from the modern commercial banks, low levels of vertical flattening the organizational structure, management, performance appraisal system is not perfect, it is difficult to adapt to the increasing competition in the market incentives, especially in the face of foreign banks. Therefore, an urgent need for restructuring and transformation of the management system and operational mechanism, in order to adapt to the new situation of the development of the bank's performance appraisal system reconstruction. Firstly Korea state branches of existing performance appraisal system defects, as the core of the performance appraisal in accordance with the advanced, incentive, and efficiency and continuity of design principles, from the branches, the branches of the room, the staff of the Ministry of room, customers optimized design manager and teller five dimensions of the original performance appraisal system. On the branch of the establishment of the five categories of indicators assessment system, the percentage system and and assessment period incremental performance of the assessment in the form; assessment of the Ministry of chamber of using key performance index evaluation count points card, sub foreground marketing Ministry of rooms, technical support of the Ministry of rooms, backstage protection The three categories of the room by the business indicators, key tasks indicators, public management indicators and processing demerit point four-part evaluation index system, the implementation of the percentile system assessment form; branches of the room from the two perspectives of performance evaluation and staff capacity assessment staff performance appraisal, develop performance plans, and performance of communication and counseling, the year-end performance evaluation, the performance of communication and feedback processes comprehensive evaluation and set excellent, competent, competent and incompetent four graded. And performance evaluation results are applied to the department, the distribution of the employee's salary, so the more reasonable specification of the operation and management of the bank. Finally, to ensure optimal reform to achieve results, the proposed six safeguards, emphasizing the superior line and the attention and support of the leadership to reform a prerequisite for success, to establish an information management system, strengthen the propaganda and training work. The innovation of this paper is based on analysis of domestic commercial banks operating environment and performance appraisal system, the status quo, Lai State branch of instances, establish and improve the five dimensions from the branches, the branches of the room, the Ministry of chamber employees, account manager and teller the Bank performance appraisal system, operation and management reform of state-owned banks have a certain reference.
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