但是由于种种原因，营业部现行绩效管理制度的执行效果很难令人满意。
目前营业部绩效管理方面存在的问题主要有：绩效评价主体单一，简单、笼
统且不够具有针对性的绩效评价指标和模糊的评价标准，绩效实施与管理执行力
度不够，绩效沟通不足，绩效反馈不够及时，绩效改进不够积极，绩效评估结果
并未得到合理运用导致激励性不够等。本文在运用先进的绩效管理系统理论总结
分析问题的基础上，对农发行绩效管理的每个环节进行细化优化，使其更加完善。
改进方案的具体内容包括：战略目标分解优化，建立完善的绩效指标体系；绩效
计划制定优化，制定目标责任书；绩效实施与管理优化，建立完善的保障措施；
绩效考核中沟通优化，使用多样化的沟通方式，绩效反馈与改进优化，建立绩效
考核的反馈制度，绩效的评估结果运用的优化。
本文的研究尽管有一些成效，但由于只涉及了营业部基层员工的绩效管理，
未能全面系统地分析基层员工以外的工作人员的绩效管理。对于国有企业基层员
工绩效管理方面，本文的研究也仅仅是一个开始，希望通过本文的调查与研究能
给业内学者一个参考方向。通过本文的调查与研究，希望能够为在绩效管理方面
存在同样问题的银行提供一个方向。
关键词：农业发展银行 JX 省分行营业部；基层员工；绩效管理；优化2
Abstract
Agriculture is one of the module consist of national economy in China, promote
local economic development and make contribution for the new rural construction is
the mission of Agricultural Bank of China JX Provincial Branch Banking Department.
If the bank wants to enhance its competitiveness for resolve the performance
management problem, it needs to improve current performance management system, in
today&39;s increasingly competitive fierce financial industry.
Performance management is a complete system that includes strategic objective
analysis performance planning, performance implementation, performance appraisal,
performance feedback, performance results applying, its final goal is to achieve the
organization&39;s strategic objective. Effective grassroots staff performance management
system not only can enhance the sense of responsibility and loyalty to the bank but also
help to achieve its strategic goals, to promote the reform and development of bank, in
order to ensure that serve Rural area, agriculture and peasants” better. However, due
to various reasons, the Implementation effect of current performance management
system is unsatisfactory.
At present, the problems existing in the performance management of the bank are
mainly: single performance evaluation, simple、general and not targeted enough
performance indicators, vague evaluation standard, Weak performance implementation
and management, lack of performance communication, performance feedback not in
time, performance improvement is not active enough and the results of performance
evaluation apply not reasonably lead to incentives and so on.
Based on the analysis of the problems of advanced performance management
system, this paper improves each aspect of performance management of the bank. The
improvement include improve strategic objective analysis, establish the performance
indicators system; improve performance planning, make a statement of responsibility,
improve performance implementation and management, establish and improve
safeguard measures, use diversity of communication to improve the performance
communication, establish
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