绩效考核作为人力资源管理的重要内容，对企业的发展有着非常重要的影响，先 进又合理的绩效考核可以极大的提升员工的工作效能。交通银行CZ分行为了不断提 高企业的竞争力，有必要特别注意绩效考核的各个方面，特别是要学会运用“拿来主 义”，将“拿来”的内容结合本单位的实际情况，留下有用的部分，使得绩效考核方 案更符合本单位的实际管理情况，能够起到提升企业竞争力的作用。 本文的主要目的是根据交通银行CZ分行的实际情况，优化关于营运人员的绩效 考核方案。根据该主要目的，笔者提出了分析和解决问题的基本研究思路，以现阶段 员工真实数据为基础，综合使用了问卷调查、归纳分析等方法来分析该分行的营运人 员，梳理了绩效考核的现状，并对存在的问题进行了全面讨论。交通银行CZ分行营 运人员绩效考核存在没有按照营运人员岗位的具体情况判定考核指标，同时未能按照 权重拟定合适的指标比率的问题。因此，所有员工和产品的定价指标都应包含在评估 指标的范围内；评估方法是固定的，需要充分运用平衡计分卡方法来提高评估能力； 如果缺乏公平性，则需要通过优化组织内部机构，以最大程度地提高评估公平性；评 估系统中采用评估方法后，评估结果的反馈和沟通机制不健全，评估组织应提高反馈 效率，改善全面沟通。在网点优化转型的今天，做好营运人员的晋升通道的规划也是 同样有必要的。 该文章通过绩效考核理论与银行营运人员工作时间的结合，贴合银行网点转型的 新型趋势，结合个别案例进行剖析，从而使得研究结果更加具体实践意义。研究的难 点在于关于营运人员乃至关于交通银行CZ分行的文件和数据的获得，同时还要对交 通银行CZ分行营运人员进行动态的跟踪。本文基于绩效考核和企业管理的理论基础， 依托上级行的相关人力资源制度和考核方案，结合交通银行CZ分行营运人员自身的 特点，针对现状，分析实际中存在的问题并提出绩效考核优化方案。 关键词：人力资源管理；竞争力提升；营运人员；绩效考核方案 目录 II ABSTRACT Inrecentyears,therecoveryoftheworldeconomyhasbeenweak.Similarly,the domesticeconomicgrowthlackscertainmomentum.Thedomesticeconomicstructurehas changedfrominnovation-driventodominant.Thedomesticeconomicdevelopmentthat hasbeensteadilyrisinghasmadethemarketeconomyasuccess.Withthedevelopmentof thetimes,thecompetitionoftalentsisthemostimportantfactorinfluencingthe competitionofenterprises.Therefore,talentshavereceivedunprecedentedattentioninthe currentsociety.Humanresourcemanagementhasmadecorporatemanagersmoreand moreenthusiastic.Asacommonmethodofhumanresourcemanagement,performance appraisalcanplayaverygoodroleinimprovingtheworkefficiencyofemployees.Bank ofCommunicationsCZbranchneedstopayspecialattentiontoeveryaspectofthe performanceevaluationsysteminordertocontinuouslyimprovethecompetitivenessof thecompany.,especiallytolearntousethe"bringingdoctrine",combiningthecontentof "bringing"withtheactualsituationoftheunit,andThefollowingusefulpartscanplaya roleinadaptingtheperformanceevaluationsystemtotheactualmanagementsituationof theunitandincreasingthecompetitivenessofthecompany. Themainpurposeofthisthesisistooptimizetheperformanceappraisalprogramfor operatingpersonnelbasedontheactualsituationofBankofCommunicationsCZbranch. Accordingtothemainpurpose,Theauthorproposesbasicwritingideasforanalyzingand solvingproblems.Basedonthis,thebasicwritingideasforanalyzingandsolvingproblems areputforward.Analyzebranchoperationsstaffandclassifyperformanceusingsurveys, casestudies,andinductiveanalysis.Thecurrentsituationoftheassessmentwasconducted, andtheexistingproblemswerediscussedcomprehensively.Theperformanceappraisal systemofCZbranchofBankofCommunicationsfailedtodeterminetheappraisalindex accordingtothespecificsituationoftheoperator'sposition,andfailedtodrawupan appropriateindexratioaccordingtotheweight.Therefore,thepricingindicatorsofall employeesandproductsshouldbeincludedinthescopeoftheevaluationindicators;the evaluationmethodisfixed,andthebalancedscorecardmethodneedstobefullyusedto improvetheevaluationability;iffairnessislacking,theinternalorganizationofthe organizationneedstobeoptimized,Inordertomaximizethefairnessofevaluation;After theadoptionoftheevaluationmethodintheevaluationsystem,themechanismsfor 交通银行CZ分行营运人员绩效考核方案优化研究 III feedbackandcommunicationoftheresultsoftheevaluationareinsufficientandthe evaluationbodyshouldimprovetheeffectivenessofthefeedbackandimprovethegeneral communication.Intoday'soptimizationandtransformationofoutlets,itisalsonecessary toplanthepromotionchannelsforoperatingpersonnel. Thisthesisusesthecombinationofperformanceappraisaltheoryandtheworking hoursofbankoperatorstofitthenewtrendofbankbranchtransformation,andanalyzes individualcasestomaketheresearchresultsmoreconcreteandpractical.Thedifficultyof researchistoacquiredocumentsanddataabouttheoperatingpersonnelandeventheCZ branchoftheBankofCommunications,andthedynamictrackingoftheoperatingstaffof theCZbranchoftheBankofCommunications.AlthoughtheCZbranchofBankof Communicationsisbasedonthevarioushumanresourcesystemsandassessmentprogram ofthehigher-levelprovincialbranches,italsohasitsowncharacteristics.Basedonvarious theoreticalfoundationsandresearchfindingsonhumanresourcemanagement,thisthesis analyzestheexistingproblemsandproposesanoptimizationplanfortheperformance evaluationprogrambasedontheoverallstatusoftheperformanceevaluationoftheCZ branchofBankofCommunications. KEYWORDS：humanresourcemanagement；competitivenessimprovement；operators； performanceappraisalprogram 目录 IV 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........................................................................................................................1 第二节国内外研究现状....................................................................................................2 一、国外研究现状................................................................................................................2 二、国内研究现状................................................................................................................2 三、国内外研究述评............................................................................................................3 第三节研究思路................................................................................................................4 第四节研究方法................................................................................................................4 第二章概念界定与理论基础........................................................................5 第一节相关概念界定........................................................................................................5 一、交通银行营运人员界定................................................................................................5 二、绩效考核........................................................................................................................5 三、绩效管理........................................................................................................................5 四、绩效评估........................................................................................................................5 第二节绩效管理的相关理论............................................................................................6 一、系统管理理论................................................................................................................6 二、目标管理理论................................................................................................................6 三、员工激励理论................................................................................................................6 第三节绩效考核的常用方法............................................................................................7 一、关键绩效指标法（KPI）...............................................................................................7 二、平衡计分法（BSC）.........................................................