绩效管理几乎被奉为当代企业管理的圣杯，绩效管理能够调动员工积极性， 增加组织核心竞争力，促进企业进步实现目标。但是在绩效管理的实践和研究中 依然存在着相当多的疑难和误区，如何正确地认识并有效地运用绩效管理，成为 每一个企业必须思考的问题。 本文以银行中后台的绩效管理作为立足点，以 B 银行呼和浩特分行中后台部 门为研究对象，在整理研究绩效管理相关理论的基础上，采用访谈法和调查问卷 法获取一手资料，明确该行绩效管理方面存在的问题，并提出针对性优化建议， 具有较强的理论意义和现实针对性。 报告主体包括五个部分，序言部分阐释了研究的背景和意义，并着重对绩效 管理的相关理论和概念进行梳理，描述了国内外的研究情况；第二章研究 B 银行 呼和浩特分行中后台绩效管理的现状，结合访谈法和调查问卷法，总结分析出 B 银行呼和浩特分行中后台绩效管理在认识、责任落实、绩效计划、辅导、考核、 结果应用等方面存在的问题；第三章对中后台绩效管理开展包括优化指标制定、 强化绩效辅导、规范考核执行、开展绩效成绩沟通与申诉、丰富绩效考核结果应 用等提出了改进措施；第四章提出了为确保优化方案能落地执行的保障性措施。 关键词，B 银行呼和浩特分行，银行中后台，绩效管理II Abstract Performance management is almost regarded as the holy grail of modern enterprise management, and its function is to motivate employees' work enthusiasm, improve organizational performance and promote the realization of corporate strategic development goals. But in the study of the practice of performance management and there is still considerable difficulty and misunderstanding, it has been said that performance management is a worldwide difficult problem, how to correct understanding and effective application of performance management, become each enterprise must consider problem. This article from the perspective of the background in the performance management, bank carding the related theory of modern commercial bank performance management, using interview method and questionnaire survey, to obtain more detailed information, clear B bank Hohhot branch in performance management problems in the background. Based on relevant theories, this paper puts forward optimization Suggestions, which has strong theoretical significance and practical pertinence. The main body of the thesis consists of five parts: the preamble explains the background and significance of the research, and focuses on the related theories and concepts of performance management, and describes the research situation at home and abroad. The second chapter study background in the bank of B, Hohhot performance management present situation, combining with interview method and questionnaire investigation, summarizes the analysis of the background performance management in the bank of the B, Hohhot in knowledge, responsibility, the index set, performance coaching, performance evaluation, performance result applied, problems existing in the quality of service at the front desk in the background; The third chapter puts forward to develop responsibility instruction as the foundation, on the background of performance appraisal index, appraisal process, performance coaching, performance communication and complaints, optimization of performance appraisal results to improve the performance management; The fourth chapter puts forward the guarantee measures to realize the optimization goal. Key words，B bank Hohhot branch,bank backstage,performance management optimizationIII 目 录 第一章 引言...................................................................................................................1 1.1 研究背景和意义...............................................................................................1 1.1.1 研究背景...............................................................................................1 1.1.2 研究目的与研究意义...........................................................................2 1.1.3 研究思路与研究方法...........................................................................2 1.1.4. 研究内容和报告框架.........................................................................3 1.1.5 可能的创新...........................................................................................4 1.2 绩效管理概述...................................................................................................4 1.2.1 绩效管理的定义...................................................................................4 1.2.2 绩效管理的目标...................................................................................5 1.2.3 绩效管理的内容与流程.......................................................................5 1.2.4 绩效管理的工具...................................................................................6 1.3 文献综述...........................................................................................................7 1.3.1 国外商业银行绩效管理研究...............................................................7 1.3.2 国内商业银行绩效管理研究...............................................................8 第二章 B 银行呼和浩特分行中后台绩效管理现状..................................................10 2.1 B 银行呼和浩特分行中后台简介..................................................................10 2.1.1 B 银行呼和浩特分行组织架构..........................................................10 2.1.2 B 银行呼和浩特分行岗位特征..........................................................10 2.2 绩效管理现行方案描述.................................................................................12 2.2.1 当前绩效管理的基本办法.................................................................12 2.2.2 现行绩效管理的流程.........................................................................12 2.3 绩效管理现状访谈和问卷分析.....................................................................14 2.3.1 绩效管理现状的访谈分析.................................................................14 2.3.2 绩效管理现状的问卷分析.................................................................15 2.4 中后台绩效管理问题汇总.............................................................................19 2.4.1 绩效文化和绩效理念不强.................................................................19 2.4.2 绩效计划制定不科学.........................................................................20 2.4.3 绩效监控和辅导不足.........................................................................21IV 2.4.4 绩效考核的执行未体现严谨合规.....................................................21 2.4.5.管理人员责任缺位.............................................................................22 2.4.6 绩效结果应用不够充分.....................................................................22 2.5 中后台绩效管理问题的根源.........................................................................23 第三章 B 银行呼和浩特分行中后台绩效管理优化方案..........................................24 3.1 绩效管理优化方案设计思路.........................................................................24 3.1.1 绩效管理的内容.................................................................................24 3.1.2 绩效管理的目标.................................................................................24 3.1.3 绩效管理的原则.................................................................................25 3.1.4 绩效管理的作用.................................................................................25 3.2 制定行之有效的绩效计划.............................................................................25 3.2.1 明确岗位职责.....................................................................................25 3.2.2 明确绩效计划.....................................................................................27 3.2.3 明确职责分工.....................................................................................35 3.3 加强绩效监督及辅导.....................................................................................35 3.4 保障绩效考核过程的公开、公平、公正.....................................................36 3.5 完善绩效沟通，促进员工个人绩效提升..........................