绩效考核是现代组织不可或缺的管理工具,它是一种周期性检讨与评估员工工作表 现的管理系统，是指主管或相关人员对员工的工作做系统的评价。有效的绩效考核，不 仅能确定每位员工对组织的贡献或不足，可以对员工的工作能力、工作业绩、工作态度 等做出真实、全面的评价，更可在整体上对人力资源的管理提供决定性的评估资料，从 而可以改善组织的反馈机能，提高员工的工作绩效，更可激励士气，也可作为公平合理 地酬赏员工的依据。 中国人民银行是中国的中央银行，作为国务院组成部门和国家宏观经济调控部门， 它兼具着国家机关与事业单位的性质，负责我国货币政策的调控和系统性金融风险的防 范。目前，日益复杂严峻的国内外经济金融形势对人民银行履职提出了更高的要求，要 求央行各分支行在强化金融服务实体经济、维护辖区金融稳定、提高金融管理和金融服 务效果方面做出更大的贡献。完善、有效的员工绩效考核方案可以提高央行员工工作效 率，增强人民银行履职效能，但目前央行分支机构所实行的员工绩效考核制度在新时代 的发展中慢慢展现出了许多不足与弊端，这些问题的存在都会限制基层央行的高效履 职，影响基层央行对县域经济的促进作用。 本文以基层央行 SZ 支行为研究对象，结合实际工作经历，从绩效考核的一般理论 入手，运用文献调查、问卷调查、采用定性和定量相结合、访谈的研究方法，对 SZ 支 行员工绩效考核方案进行了优化。文章首先对研究的背景和意义进行了阐述，其次对国 内外绩效考核考核的理论进行了综合述评，并对相关理论基础进行了阐述。再次是在对 人民银行的组织机构、人事管理现状和 SZ 支行绩效考核现状阐述的基础上，结合 SZ 支 行员工绩效考核的访谈调查和问卷调查，总结出支行目前员工绩效考核存在的主要问题 有：不能正确认识绩效考核；考核指标体现不出差异性；考核方法不合理；绩效反馈欠 缺；绩效考核结果运用不到位；考核不够公平公正公开等，指出产生这些问题的主要原 因在于：现代绩效管理文化的缺乏；人事队伍管理水平较低；人民银行工作体制因素的 影响。最后，针对这些问题，借鉴了部分国外和地区金融组织、中央银行员工绩效核的 先进经验，对支行的内部工作岗位进行了工作分析。依据职位分类和职位说明书将员工 分为管理岗、行政岗和业务岗三类，相应建立了员工个人绩效考核指标体系，并从选择 合理绩效考核方法、建立沟通反馈机制、强化考核结果等级的划分及运用、坚持公平公 正公开等方面完善绩效考核方案。为了促进考核优化方案的成功提出了组织保障、文化IV 保障、制度保障等保障措施。通过本文可以有效解决 SZ 支行员工绩效考核中存在 的问题，提高 SZ 支行员工工作效率，促进 SZ 支行履职效能，同时也可以为人民银行其 他分支机构，尤其是县级支行的员工绩效考核工作改进提供启发。 关键词：中国人民银行 基层央行 绩效考核 考核指标 工作业绩V Abstract Performance appraisal is an indispensable management tool for modern organizations. It is a management system that periodically reviews and evaluates the performance of employees. It refers to the systematic evaluation of the work of employees by supervisors or related personnel. Effective performance appraisal can not only determine the contribution or deficiency of each employee to the organization, but also make a true and comprehensive evaluation of the employee's work ability, work performance, work attitude, etc., and can provide human resource management as a whole. Deterministic assessment data can improve the feedback function of the organization, improve the performance of employees, encourage morale, and serve as a basis for fair and reasonable rewards. The People's Bank of China is the central bank of China. As a member of the State Council and a national macroeconomic regulation and control department, it has the nature of state organs and institutions, and is responsible for the regulation of China's monetary policy and the prevention of financial risks. At present, the increasingly complex and severe domestic and international economic and financial situation puts higher demands on the performance of the People's Bank of China. It requiring the central banks make more contributions to strengthen financial services to the real economy, maintain financial stability in the jurisdiction, and improve financial management and financial services. The improvement of the performance appraisal system of the central bank and its branches can improve the staff's ability to work and enhance the performance of the People's Bank. At present, the performance appraisal system implemented by the central bank branches has slowly revealed many shortcomings and drawbacks in the development of the new era. The existence of these problems will limit the efficient performance of the central bank's central bank and affect the promotion of the county-level central bank to the county economy. This paper takes the SZ branch behavior research of the central bank and combines the actual work experience, starting from the general theory of performance appraisal, using literature survey, questionnaire survey, using qualitative and quantitative combination, interview research methods, the SZ branch staff performance appraisal program Optimized. The article first expounds the background and significance of the research, and then comprehensively reviews the theory of performance appraisal at home and abroad, and expounds the relevant theoretical basis. On the basis of expounding the organization of the People's Bank of China, the present situation of personnel management and the present situation of performance appraisal of SZ sub-branches, combined with the interview surveyVI and questionnaire survey of SZ sub-branch performance appraisal, the main problems of the current employee performance appraisal are summarized as follows: the performance appraisal cannot be correctly recognized; the appraisal indicators do not reflect the differences; the appraisal methods are unreasonable; the performance feedback is lacking; The results of performance appraisal are not in place; the assessment is not fair and open, etc. The main reasons for these problems are: the lack of modern performance management culture; the low level of personnel management; and the influence of the people's banking system. Finally, drawing on the advanced experience of the performance appraisal of some foreign and regional financial organizations and central bank employees, the paper analyzes the internal work of the sub-branch. According to the job classification and job description, the employees are divided into three categories: management, administrative and business. The employee's individual performance evaluation index system is established, and the reasonable performance appraisal method is selected, the communication feedback mechanism is established, and the evaluation result level is strengthened and used, adhere to fair and fair disclosure and other aspects to improve performance appraisal programs. In order to promote the success of the assessment and optimization program, safeguardmeasures such as organizational security,cultural security, and institutional security were proposed. Through this paper, we can effectively solve the problems in the performance appraisal of SZ branch employees, improve the work efficiency of SZ sub-branch employees, and promote the performance of SZ sub-branches. At the same time, it can also improve the performance appraisal work and provide inspiration for other branches of the People's Bank of China, especially the county-level sub-branches. Key words: The people's bank of China The central bank at the grass-roots level Performance appraisal Assessment indicators Work performanceVII 目 录 摘要.....................................................................Ⅲ Abstract..................................................................V 1 引言...................................................................1 1.1 研究背景...........................................................1 1.2 研究意义...........................................................1 1.3 研究内容和研究方法.................................................2 1.4 本文创新点.........................................................3 2 文献综述和相关理论基础.................................................4 2.1 国外文献综述.......................................................4 2.2 国内文献综述.......................................................4 2.3 相关理