绩效管理是企业人力资源管理中最重要的内容。作为在企业起承上启下作用的中 层管理人员，是企业发展与运行的关键，是否能调动中层管理人员的积极性也就成了 企业成败的重要因素之一。因而，建立高效的中层管理人才绩效管理体系，对企业的 发展具有十分重要的现实意义。 本文以 ZS 银行广州分行中层管理人员为研究对象，在借鉴相关理论的基础上，分 析了该行中层管理人员的特点，试图建立一套适合中层管理人才绩效管理体系。在论 述的过程中，首先对常用的绩效管理方法进行了回顾介绍。接着对 ZS 银行广州分行发 展概况、组织结构、中层管理人员基本情况进行了介绍，分析了 ZS 银行广州分行中层 管理人员的绩效管理现状，剖析了 ZS 银行广州分行绩效管理存在的问题，这些问题主 要包括：对绩效管理的认识不足、绩效考核指标体系缺乏科学性、绩效管理循环体系 不完善、管理者与员工之间缺少有效的绩效沟通、绩效评估目的存在错位、绩效考评 结果应用不足等等。而导致这些问题的原因在于 ZS 银行广州分行缺少对现代绩效管理 理念的深刻理解、分行沿袭了银行行业陈旧体制下的弊端、内部存在绩效管理的阻碍 因素、对中层管理人员有关绩效管理知识的培训缺乏。针对这些问题，本文利用平衡 记分卡考核方法对 ZS 银行广州分行中层管理人员的绩效考核指标体系以及各指标的 权重进行优化设计。最后，按照绩效计划——绩效实施与管理——绩效考核——绩效 反馈的逻辑，建立起了 ZS 银行广州分行中层管理人员绩效管理制度。同时，根据新方 案在实施过程中可能碰到的问题，从文化、培训与技术、制度等方面提出了 ZS 银行广 州分行中层管理人员绩效管理方案的实施保障。 关键词：ZS 银行广州分行；中层管理人员；绩效管理；平衡记分卡II ABSTRACT Performance management is the most important content of enterprise human resource management. As in enterprises play a connecting link between the preceding and the following middle managers, enterprise development and operation of the key, whether can mobilize the enthusiasm of middle managers is one of the important factors in the success of the enterprise. Therefore, it is very important to establish an effective management system of middle level management personnel, which is of great significance to the development of the enterprise. The middle-level managers in ZS Bank branch in Guangzhou as the research object, in reference to the related theory basis, analyzes the characteristics of the middle managers, attempts to suggest a suitable for middle management personnel performance management system. In the course of the discussion, first of all, the common performance management methods are reviewed and introduced. Then the development situation of Guangzhou Branch of China Merchants Bank, organizational structure, middle management personnel basic situation were introduced, analysis the ZS Bank Guangzhou Branch of middle management personnel performance management situation, analyzes the problems existing in the performance management of Guangzhou Branch of China Merchants Bank, these problems mainly include: lack of knowledge of performance management, performance appraisal index system lack of science, performance management circulation system imperfect, between managers and employees lack effective performance communication, performance evaluation to dislocation, the application of performance evaluation results lack and so on. As a result of these problems the reason lies in the ZS Bank Guangzhou Branch of the lack of the modern concept of performance management of profound understanding, branch followed the bank industry of old system defects, internal exist hindering factors in performance management, lack of middle management personnel performance management knowledge training. In view of these problems, this paper uses the Balanced Scorecard assessment method to optimize the weight of the performance evaluation index system and the weight of the middle management staff of the Guangzhou branch of ZS bank. At last, according to the performance plan, performance implementation and management, performance evaluation, performance feedback, the logic of the performance management system of ZS bank Guangzhou branch is established. At the same time, according to theIII problems that may be encountered in the implementation process of the new program, from the aspects of culture, training and technology, system and so on, this paper puts forward the guarantee of the performance management scheme of ZS bank Guangzhou branch. Key words: ZS bank Guangzhou branch; middle management; performance management; Balanced ScorecardIV 目 录 摘要.................................................................................................................................................I ABSTRACT....................................................................................................................................II 目 录............................................................................................................................................Ⅳ 1 绪论..............................................................................................................................................1 1.1 选题背景及研究意义....................................................................................................1 1.1.1 选题背景............................................................................................................1 1.1.2 研究意义............................................................................................................1 1.2 绩效管理文献综述........................................................................................................2 1.2.1 国外文献............................................................................................................2 1.1.3 国内文献............................................................................................................3 1.2 研究内容和研究方法....................................................................................................4 1.2.1 研究内容............................................................................................................4 1.2.2 研究方法............................................................................................................5 2 绩效管理相关理论.....................................................................................................................6 2.1 相关概念界定................................................................................................................ 6 2.1.1 绩效.....................................................................................................................6 2.1.2 绩效管理............................................................................................................7 2.2 银行中层管理人员绩效管理的特点...........................................................................8 2.2.1 银行中层管理人员的界定...............................................................................8 2.2.2 银行中层管理人员的特点...............................................................................9 2.3 绩效管理的常用方法....................................................................................................9 2.3.1 关键绩效指标考核法.......................................................................................9 2.3.2 平衡记分卡......................................................................................................10 2.3.3 目标管理法......................................................................................................11 2.3.4 360 度评估.......................................................................................................12 3 ZS 银行广州分行中层管理人员绩效管理现状与问题分析............................................. 13 3.1 ZS 银行广州分行人力资源管理概况.......................................................................13 3.1.1 银行组织构架..................................................................................................13 3.1.2 银行人员构成..................................................................................................14 3.1.3 银行人力资源管理基本情况....................................................