农业银行通过大范围的员工招聘、筛选、培训、锻炼的人才在工作几年后 流失到其它银行，这大概是农业银行最不愿意见到的情景。人才的吸引和保留 靠得是一个企业的文化、个人的愿景、绩效考核激励等方面，农业银行在业务 快速前进的过程中，忽视了对人才的挽留，导致员工达不到自身期待的工资或 岗位，跳槽到私有股份制银行或地方性银行。一线员工在绩效考核上具有内容 多、指标广、计算复杂的特点，本文以农业银行 B 支行一线员工为视角，分析 一线员工的绩效考核环境，并通过目前绩效考核方案暴露出来的问题，分析问 题形成的原因，针对原因对一线员工的绩效考核做出优化设计。 本文主要采用文献综述法、案例研究法、实地调查法对农业银行 B 支行的 一线员工进行调查，通过对农业银行 B 支行一线员工的绩效考核方案的现状做 出分析，同时对一线 36 名员工进行问卷式调查，通过问卷调查中的词频分析得 出目前存在的主要问题，一是员工行为能力在考核中并未体现，二是岗位职责 与营销任务分配不匹配，三是绩效分配未做到相应岗位的倾斜，四是个人计价 指标与网点整体指标相背离。随后对问题形成的原因进行分析得出行为能力应 成为绩效考核方案中的一个重要指标，同时对计价考核的指标权重应加以调整， 在设计关键业绩指标时应靠考虑到岗位职责与指标相适应。接着笔者对现有的 考核方案进行了整体优化，结合关键业绩指标和行为能力指标对一线员工绩效 考核进行优化，根据不同的岗位设定具体的考核指标和考核权重。为了验证优 化后的方案可行性，笔者又采用某个月 B 支行一线员工的部分数据对优化前后 的方案进行数据对比，得出优化后方案的一些优势。 本文通过实例研究对一线员工的绩效考核方案做出优化设计，一一列举 B 支行一线员工不同岗位的关键业绩指标，使得优化后的指标体系更加全面，同 时降低了计价的权重，并且加入行为能力指标的考核，使得优化后的指标更加 科学合理，更加适用于 B 支行的一线员工的绩效考核，挽留企业优秀人才，同 时对商业银行的绩效考核设计起到参考作用。 关键词，国有商业银行 绩效考核 一线员工II Abstract Agricultural Banks are losing out to other Banks after years of work through a wide range of staff recruitment, screening, training and exercise, probably the last thing agricultural Banks want to see. Talent who get is to attract and retain the culture of an enterprise, personal vision, performance appraisal, incentive, etc., the agricultural bank in the process of business fast forward, neglecting to retain talent, wages of employees to reach their expectation or positions, move to private joint-stock Banks and local Banks. Frontline staff has the contents on the performance appraisal, wide indicators, the features of complex, this article in the perspective of agricultural bank B branch frontline staff, analysis of frontline staff performance appraisal environment, and through the performance appraisal scheme exposed problems, analysis of causes of the problem, and in view of the reason for frontline staff performance appraisal to make optimization design. This paper mainly adopts literature review method, case method, field survey method of branch of agricultural bank B frontline staff to investigate, through to the agricultural bank branch B frontline staff performance appraisal scheme, make analysis of the current situation of and the line type survey was conducted in 36 employees, through the questionnaire survey of the word frequency analysis it is concluded that the existing main problems, one is employee behavior ability did not reflect in the examination, 2 it is responsibility does not match with the marketing task allocation, three corresponding post performance distribution not make is tilted, four personal valuation index to the overall index deviating outlets. Then analyze the forming causes of the problems it is concluded that capacity should become an important index of performance appraisal program, as well as the valuation index weight of assessment should be adjusted, in the design of key performance indicators should be adapted by considering the post responsibilities and indicators. Then the author gives an evaluation of the existing overall optimization, combined with the key performance index and behavior ability index optimize the frontline staff performance appraisal, according to the different post setting assessment indicators and assessment of the specific weight. In order to verify the feasibility of the optimized scheme, theIII author also USES some month B branch frontline employees of a part of the data before and after optimization scheme for data comparison, it is concluded that the optimized scheme of some advantages. In this paper, through case study to frontline staff performance appraisal scheme optimization design, different employees list B branch post key performance indicators, makes optimized index system more comprehensive, and reduce the weight of the valuation, and join the behavior ability evaluation index, makes optimized index is more scientific and reasonable, more suitable for B branch of frontline staff performance appraisal, retain enterprise talented people, to the performance evaluation of commercial Banks at the same time design reference. Key words: State-owned commercial Performance appraisal Front-line employeesIV 目 录 第一章 绪 论.............................................................................................................1 第一节 研究背景与研究意义..................................................................................................1 一 研究背景.........................................................................................................................1 二 研究意义.........................................................................................................................2 第二节 研究内容与方法..........................................................................................................3 一 研究内容.........................................................................................................................3 二 研究方法.........................................................................................................................4 第二章 国内外绩效考核相关理论...........................................................................5 第一节 绩效考核的内容与方法..............................................................................................5 一 绩效考核的内容.............................................................................................................5 二 绩效考核的方法.............................................................................................................6 第二节 绩效考核的相关原理..................................................................................................7 一 平衡计分卡的基本原理.................................................................................................7 二 关键绩效指标 KPI..........................................................................................................9 第三章 B 支行一线员工绩效考核方案现状..........................................................10 第一节 B 支行的组织结构和员工基本情况.........................................................................10 一 B 支行的组织结构........................................................................................................10 二 B 支行员工基本情况....................................................................................................11 第二节 B 支行一线员工的绩效考核方案概况.....................................................................12 一 员工行为能力考核.......................................................................................................12 二 计价指标考核...............................................................................................................12 三 关键业绩指标的考核...................................................................................................13 第三节 B 支行一线员工绩效考核访谈.................................................................................14 一 访谈人员结构...............................................................................................................14 二 访谈提纲........................................................................