ZG银行GL支行绩效考核体系设计
摘要
随着知识经济时代的到来和市场竞争的日趋激烈,作为获取企业竞争优势的工具——人力资源的有效利用已经被越来越多的企业所看重。企业的人力资源管理是一个有机系统,绩效管理在这个有机系统中占据着核心的地位,发挥着重要的作用,并与人力资源管理系统中的其他模块实现很好的对接。绩效考核是绩效管理的关键环节和手段,有效的绩效考核体系的建立对于企业建立科学的人力资源管理系统,吸引人才、留住人才、用好人才,实现员工绩效的提升和企业管理的改善,提高企业的核心竞争力,具有十分重要的战略意义。
近年来,我国银行业不断发展壮大,面对外资银行的挑战,如何在激烈的市场竞争中立于不败之地,如何取得“人”的优势,是众多银行至今仍未很好解决的难题。本文结合ZG银行GL支行现状,并运用现代绩效考核的基本理论,对GL支行绩效考核的现状进行了全面、系统的分析,揭示了其在绩效考核上存在的根本问题是对绩效考核定位的不准,仅仅把绩效考核作为一种利益分配的工具,因此造成整个绩效考核缺乏绩效反馈、绩效改进等重要流程与关键环节,绩效考核的结果也没有得到充分、合理的应用,整个绩效考核不成体系。
针对ZG银行GL支行在绩效考核中存在的主要问题,本文首先对其绩效考核进行了重新定位,提出以改善与提高绩效、实现员工职业生涯发展作为GL支行绩效考核的主要目的,并针对存在问题提出了改进思路。本文在设计中突出适应性、可行性和可操作性,希望为一些银行企业建立绩效考核体系提供参考和借鉴,增强银行的核心竞争力和生命力,促进企业的持续发展,使之在激烈残酷的市场竞争中立于不败之地。
With the advent of knowledge-oriented economy and tye increasingly severemarket rivalry,the efficient utilization of the human resources,which is regarded as the tool to achieve competitive advantage for anenterprise,has been attached great importance to by more and more enterprise.the human resource management of an enterprise is an organic system.The performance management,playing an extremely important role,has been a basic and core subject in this system,and it also has been jointed properly with other modules in the human resources system.The performance evaluation os a critical chain and means of the performance management.The establishment of an efficient performance evaluatin system has an extraordinarily important strategic meaning in the aspects of setting up scientific human resource management,recruiting&retaining the talents,developing his high-quality talent,realizing the advancement of empioyee performance and the improvement of anenterprise's management and the enhancement of an enterprise's competitive edge.
In the recent years,the banking institution in China are gradually growing and continuously gaining competitive edge,facing foreign-owned banking challenge to a contest unceasing,how promoting their sustainable development,accordingly remain invincible is a puzzle as well which has not so far been solved well although banking have been seeking for years.This thesis integrating the predicament which the GL sub.br has encountered in the management ,having studied and investigating,and applying the basic theories regarding the performance evaluation,we have made a systematic and overall analysis for the current situation of performance evaluation of GL sub.br ,we point out that the root cause existing in the performance evaluation comes form the inaccurate of positioning,for the performance evaluation is only being used for a sort of facility to allocate the benefits,it causes some other important procedures,likewise,the performance evaluation outcome have not been applied adequately and rationally,thus all the performance evaluation can not be systemizde well either.
In view fo the existing problems in the performance evaluation of GL sub.br,we,first of all,reposition its performance evaluation and put forward that ameliorating performance and the carrying out the development of the staffs'professional career in the enterprise will be targeted the main purpose and aim,and find the way that how to solve the problem.The design gives prominence to the applicability,feasibility and maneuverability and it hopes that it could be used for reference when the banking carry out performance evaluation system,thereby enhance their competitive power and promote their sustainable development,accordingly remain invincible.
近年来,我国银行业不断发展壮大,面对外资银行的挑战,如何在激烈的市场竞争中立于不败之地,如何取得“人”的优势,是众多银行至今仍未很好解决的难题。本文结合ZG银行GL支行现状,并运用现代绩效考核的基本理论,对GL支行绩效考核的现状进行了全面、系统的分析,揭示了其在绩效考核上存在的根本问题是对绩效考核定位的不准,仅仅把绩效考核作为一种利益分配的工具,因此造成整个绩效考核缺乏绩效反馈、绩效改进等重要流程与关键环节,绩效考核的结果也没有得到充分、合理的应用,整个绩效考核不成体系。
针对ZG银行GL支行在绩效考核中存在的主要问题,本文首先对其绩效考核进行了重新定位,提出以改善与提高绩效、实现员工职业生涯发展作为GL支行绩效考核的主要目的,并针对存在问题提出了改进思路。本文在设计中突出适应性、可行性和可操作性,希望为一些银行企业建立绩效考核体系提供参考和借鉴,增强银行的核心竞争力和生命力,促进企业的持续发展,使之在激烈残酷的市场竞争中立于不败之地。
With the advent of knowledge-oriented economy and tye increasingly severemarket rivalry,the efficient utilization of the human resources,which is regarded as the tool to achieve competitive advantage for anenterprise,has been attached great importance to by more and more enterprise.the human resource management of an enterprise is an organic system.The performance management,playing an extremely important role,has been a basic and core subject in this system,and it also has been jointed properly with other modules in the human resources system.The performance evaluation os a critical chain and means of the performance management.The establishment of an efficient performance evaluatin system has an extraordinarily important strategic meaning in the aspects of setting up scientific human resource management,recruiting&retaining the talents,developing his high-quality talent,realizing the advancement of empioyee performance and the improvement of anenterprise's management and the enhancement of an enterprise's competitive edge.
In the recent years,the banking institution in China are gradually growing and continuously gaining competitive edge,facing foreign-owned banking challenge to a contest unceasing,how promoting their sustainable development,accordingly remain invincible is a puzzle as well which has not so far been solved well although banking have been seeking for years.This thesis integrating the predicament which the GL sub.br has encountered in the management ,having studied and investigating,and applying the basic theories regarding the performance evaluation,we have made a systematic and overall analysis for the current situation of performance evaluation of GL sub.br ,we point out that the root cause existing in the performance evaluation comes form the inaccurate of positioning,for the performance evaluation is only being used for a sort of facility to allocate the benefits,it causes some other important procedures,likewise,the performance evaluation outcome have not been applied adequately and rationally,thus all the performance evaluation can not be systemizde well either.
In view fo the existing problems in the performance evaluation of GL sub.br,we,first of all,reposition its performance evaluation and put forward that ameliorating performance and the carrying out the development of the staffs'professional career in the enterprise will be targeted the main purpose and aim,and find the way that how to solve the problem.The design gives prominence to the applicability,feasibility and maneuverability and it hopes that it could be used for reference when the banking carry out performance evaluation system,thereby enhance their competitive power and promote their sustainable development,accordingly remain invincible.
引文
[1]张一驰 人力资源管理教程。北京。北京大学出版社,1999.1;
[2]付亚和,许玉林.绩效考核与绩效管理.北京:电子工业出版社,2003.10;
[3]赵曙明,人力资源管理研究,中国人民大学出版社,2001年;
[4][美]彼得.F.德鲁克等,公司绩效测评,中国人民大学出版社,1999年;
[5]唐宁生,人事测评理论与方法,东北财经大学出版社,2002年;
[6][美]罗伯特.巴克沃,绩效考核,中国标准出版社,2000年;
[7]王庆海,如何做业绩考核,大连理工大学出版社,2000年;
[8]廖晓青,员工绩效考核系统的设计与实施,华南理工大学出版社,2002年;
[9]武欣,绩效管理实务手册,机械工业出版社,2002年;
[10]涂台良,人力资源管理手册,清华大学出版社,2000年;
[11][美]加里.德斯勒,人力资源管理,中国人民大学出版社,2001年;
[12]廖泉文著.人力资源考评系统.济南:山东人民出版社,2000;
[13]马新建等编著.人力资源管理与开发.北京:石油工业出版社,2004;
[14]林玳玳,袁仑渠,赵祥宇编著.现代企业人力资源管理设计.北京:中国劳动社会保障出版社,2003;
[15]饶征,孙波著.以KPI为核心的绩效管理.北京:中国人民大学出版社,2003;
[16]胡君辰等编著.人力资源开发与管理.上海:复旦大学出版社,1999;
[17]吴忧.“大绩效”概念下的成绩捆绑与校验处理.人力资本.2004,3;
[18]《哈佛商业评论》精粹译丛,彼得·F·德鲁克等著.公司绩效考评.北京:中国人民大学出版社,1999;
[19][美]托马斯·贝特曼,斯考特·斯奈尔著,王雪莉译.管理学:构建竞争优势.北京:北京大学出版社,2004;
[20][美]雷蒙德·A·诺伊,约翰·霍伦拜克等著,刘昕译.人力资源管理:赢得竞争优势.北京:中国人民大学出版社,2001;
[21][美]加里·德斯勒著.人力资源管理.北京:中国人民大学出版社.1999:
[22][加]加里·P·莱瑟姆,肯尼斯·N·韦克斯利著,萧鸣政等译.绩效考评.北京:中国人民大学出版社,2002;
[23][美]劳伦斯·S·克雷曼,人力资源管理,机械工业出版社,2005年;
[24]李殿军,论知识经济与人力资源的开发和管理,经济师,2003年,1:32～35:
[25]陈慧,车宏生,杨六琴,人力资源管理研究趋势分析,广西社会科学,2002年,6;
[26]杨扬,绩效管理的路径,《人力资源》,2005年第11期;
[27]赵成伟,量化领导干部绩效,2005年第10期;
[28]Randal S.Schuler,Personel and Human Resource Management,1995:
[29]Lawrence S.K]eiman Resource Management:A tool for Competitive Advantage,WestPublishing Company,1999:
[30]Angle S.Denisi,Avraham N.Kluger.Feedback Effectiveness:Can 360-Degree Appraisals BeImproved? Academy of Management Executive,2000:
[31]D.Antonioni.Designing an effective 360-degree appraisal feedback process.Organization Dynamics,1996:
[32]Arthur Sherman,George Bohlander,Scoot Snell.Managing Human Resources,11th Edition,Southwestern College Publishing,1998:
[33]George T.Milkovich and John W.Boudreau,Human Resource Management,Richard D.Lrwin,1994:
[34]Ynthia D.Fisher,Human Resource Management,Copyright,Houghtor Miffish Company,1996:
[2]付亚和,许玉林.绩效考核与绩效管理.北京:电子工业出版社,2003.10;
[3]赵曙明,人力资源管理研究,中国人民大学出版社,2001年;
[4][美]彼得.F.德鲁克等,公司绩效测评,中国人民大学出版社,1999年;
[5]唐宁生,人事测评理论与方法,东北财经大学出版社,2002年;
[6][美]罗伯特.巴克沃,绩效考核,中国标准出版社,2000年;
[7]王庆海,如何做业绩考核,大连理工大学出版社,2000年;
[8]廖晓青,员工绩效考核系统的设计与实施,华南理工大学出版社,2002年;
[9]武欣,绩效管理实务手册,机械工业出版社,2002年;
[10]涂台良,人力资源管理手册,清华大学出版社,2000年;
[11][美]加里.德斯勒,人力资源管理,中国人民大学出版社,2001年;
[12]廖泉文著.人力资源考评系统.济南:山东人民出版社,2000;
[13]马新建等编著.人力资源管理与开发.北京:石油工业出版社,2004;
[14]林玳玳,袁仑渠,赵祥宇编著.现代企业人力资源管理设计.北京:中国劳动社会保障出版社,2003;
[15]饶征,孙波著.以KPI为核心的绩效管理.北京:中国人民大学出版社,2003;
[16]胡君辰等编著.人力资源开发与管理.上海:复旦大学出版社,1999;
[17]吴忧.“大绩效”概念下的成绩捆绑与校验处理.人力资本.2004,3;
[18]《哈佛商业评论》精粹译丛,彼得·F·德鲁克等著.公司绩效考评.北京:中国人民大学出版社,1999;
[19][美]托马斯·贝特曼,斯考特·斯奈尔著,王雪莉译.管理学:构建竞争优势.北京:北京大学出版社,2004;
[20][美]雷蒙德·A·诺伊,约翰·霍伦拜克等著,刘昕译.人力资源管理:赢得竞争优势.北京:中国人民大学出版社,2001;
[21][美]加里·德斯勒著.人力资源管理.北京:中国人民大学出版社.1999:
[22][加]加里·P·莱瑟姆,肯尼斯·N·韦克斯利著,萧鸣政等译.绩效考评.北京:中国人民大学出版社,2002;
[23][美]劳伦斯·S·克雷曼,人力资源管理,机械工业出版社,2005年;
[24]李殿军,论知识经济与人力资源的开发和管理,经济师,2003年,1:32～35:
[25]陈慧,车宏生,杨六琴,人力资源管理研究趋势分析,广西社会科学,2002年,6;
[26]杨扬,绩效管理的路径,《人力资源》,2005年第11期;
[27]赵成伟,量化领导干部绩效,2005年第10期;
[28]Randal S.Schuler,Personel and Human Resource Management,1995:
[29]Lawrence S.K]eiman Resource Management:A tool for Competitive Advantage,WestPublishing Company,1999:
[30]Angle S.Denisi,Avraham N.Kluger.Feedback Effectiveness:Can 360-Degree Appraisals BeImproved? Academy of Management Executive,2000:
[31]D.Antonioni.Designing an effective 360-degree appraisal feedback process.Organization Dynamics,1996:
[32]Arthur Sherman,George Bohlander,Scoot Snell.Managing Human Resources,11th Edition,Southwestern College Publishing,1998:
[33]George T.Milkovich and John W.Boudreau,Human Resource Management,Richard D.Lrwin,1994:
[34]Ynthia D.Fisher,Human Resource Management,Copyright,Houghtor Miffish Company,1996:
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