对于商业银行而言，绩效管理的重心从战略规划和流程优化转向构建和运行 系统完善的员工绩效管理体系过程中，如何保证员工绩效考核方案与企业战略目 标方向一致性成为重中之重。 本文采取文献研究、调查法、定量与定性结合分析的方法，对岳阳建行基层 员工考核方案分析，得出目前绩效考核存在以下问题：考核方法简单，目的单一、 评估内容缺乏针对性、考评指标缺乏可操作性和绩效考核反馈与沟通缺失。导致 岳阳建行绩效考核问题的原因主要包括：缺乏系统化的绩效考评方案设计、考核 指标设置不合理、绩效管理流程不规范和绩效考评体反馈不足，缺乏激励。因而 如何化解银行战略目标与员工之间日益冲突的矛盾，建立完善的基层员工绩效考 核方案已迫在眉睫。在此基础上，从设置绩效考核小组和确定职责、优化基层员 工绩效考核指标、优化基层网点员工绩效考核流程和优化绩效考核结果反馈等方 面对岳阳建行基层员工绩效考核方案进行优化。并从完善绩效考核制度、构建完 善的绩效考核组织体系、提升网点员工对绩效考核的认识和完善绩效考核信息系 统等方面提出岳阳建行绩效考核方案实施的保障措施。 本文通过对岳阳建行基层员工绩效考核方案优化，可以弥补岳阳建行现有考 核方案的不足，提高岳阳建行经营管理水平和促进岳阳建行战略目标的落实，有 利于提高岳阳建设银行核心竞争力。同时，可以为其他国有控股银行开展绩效评 估提供参考和借鉴。 关键词：绩效考核方案； 优化设计；考评指标；沟通反馈II Abstract For commercial banks, the focus of performance management has shifted from strategic planning and process optimization to the construction and operation of a perfect employee performance management system. How to ensure the consistency between the employee performance appraisal scheme and the strategic goal direction of the enterprise has become the most important. By using the methods of literature research, investigation, quantitative and qualitative analysis, this paper analyzes the evaluation scheme of the grass-roots staff of Yueyang Construction Bank, and concludes that there are the following problems in the current performance appraisal: the evaluation method is simple and the purpose is single. The evaluation content is lack of pertinence, the evaluation index is lack of maneuverability and the performance appraisal feedback and communication are missing. The main reasons for the performance appraisal problems of Yueyang Construction Bank include the lack of systematic performance evaluation scheme design, unreasonable evaluation index setting, irregular performance management process, insufficient feedback and lack of incentive. Therefore, how to resolve the increasingly conflict between the strategic objectives of the bank and the employees, and how to establish It is urgent to perfect the performance appraisal scheme of grass-roots staff. On this basis, from the establishment of performance evaluation groups and the determination of responsibilities, optimize the performance evaluation indicators of grass-roots staff, The performance appraisal scheme of Yueyang Construction Bank is optimized from the aspects of optimizing the performance appraisal process of grass-roots staff and optimizing the feedback of performance evaluation results. From the aspects of perfecting the performance appraisal system, constructing the perfect performance appraisal organization system, improving the network staff's understanding of the performance appraisal and perfecting the performance appraisal information system, this paper puts forward the safeguard measures for the implementation of the performance appraisal scheme of Yueyang Construction Bank. By optimizing the performance appraisal scheme of Yueyang Construction Bank grass-roots staff, this paper can make up for the shortcomings of Yueyang Construction Bank's existing assessment scheme, improve the management level of Yueyang Construction Bank and promote the implementation of Yueyang Construction Bank'sIII strategic objectives. It is conducive to improving the core competitiveness of Yueyang Construction Bank. At the same time, it can provide reference and reference for other state-owned holding banks to carry out performance evaluation. Keywords ： Performance appraisal scheme, Optimization design, Evaluation indicators, Communication and feedback目 录 摘要..................................................................................................................................I ABSTRACT.....................................................................................................................II 第 1 章 绪论.....................................................................................................................1 1.1 研究背景.................................................................................................................1 1.2 研究目的和意义.....................................................................................................2 1.2.1 研究目的...........................................................................................................2 1.2.2 研究意义...........................................................................................................2 1.3 国内外研究现状.....................................................................................................3 1.3.1 关于绩效考核理论的研究...............................................................................3 1.3.2 关于绩效考核目的的研究...............................................................................5 1.3.3 关于绩效考核方法的研究...............................................................................7 1.4 研究内容和研究方法.............................................................................................8 1.4.1 研究内容...........................................................................................................8 1.4.2 研究方法...........................................................................................................8 第 2 章 绩效考核的理论基础.......................................................................................10 2.1 绩效管理与绩效考核...........................................................................................10 2.1.1 绩效管理........................................................................................................10 2.1.2 绩效考核........................................................................................................ 11 2.1.3 绩效管理与绩效考核的区别........................................................................12 2.2 绩效考核方案的设计原则和方法........................................................................13 2.2.1 绩效考核方案的设计原则.............................................................................13 2.2.2 绩效考核的常用方法.....................................................................................14 2.3 相关理论基础.......................................................................................................16 2.3.1 绩效评价理论.................................................................................................16 2.3.2 激励理论.........................................................................................................17 2.3.3 胜任力理论.....................................................................................................18 第 3 章 岳阳建行基层员工绩效考核现状与问题分析...............................................20 3.1 岳阳建行简介.......................................................................................................20 3.1.1 组织结构.........................................................................................................20 3.1.2 基层员工状况.................................................................................................203.2 岳阳建行基层网点员工绩效考核现状...............................................................22 3.2.1 基层网点员工绩效考核概况.........................................................................22 3.2.2 基层网点绩效考核问卷调查.........................................................................23 3.3.岳阳建行绩效考核存在的问题..........................