绩效管理作为人力资源管理的核心环节，是现代人力资源管理体制的重要构 成，其目的在于将部门及员工个人的目标与企业的战略实现联系在一起，促进经 营管理目标的实现。伴随商业银行竞争的日渐加剧，银行的绩效管理变得越来越 重要，以银行发展战略为导向的绩效管理已成为银行经营管理的重要基础和保障， 好的绩效管理对于商业银行的持续发展尤为重要。 本文从GD银行的内部出发，运用文献研究法、问卷调查法及分析归纳法，以 建立一套科学、完善的绩效管理和绩效考核实施方案作为研究目的，通过分析GD 银行的绩效管理，探讨了银行应如何对目前的绩效管理进行进一步地优化，从而 建立合理性和可行性的绩效管理，实现人力资源的合理配置，使员工更加积极、 主动地工作，激发他们的创造性。 本文首先整体梳理了绩效管理理论的发展背景和绩效管理的常用方法。接着 通过分析GD银行绩效管理的现状，发现该银行绩效管理存在以下问题：绩效管理 目标不明晰；绩效管理执行力较弱；绩效考核指标不科学；绩效管理结果应用效 果不明显。在GD银行绩效管理方案中，以银行绩效管理的目标体系为指导，运用 平衡计分卡相关理论重新选取银行的绩效评价指标，并根据银行的现实情况，优 化了绩效考核流程、周期及权重，构建了新的具有可行性和高效性的绩效管理。 最后，还针对存在的问题提出了GD银行在新的绩效管理下所适用的配套措施。 本文通过对GD银行绩效管理的研究，将绩效管理的基本理论与银行绩效管理 的建设相结合，在展现一般企业绩效管理共性的同时，又反映银行绩效管理的个 性。在积极参考西方现代商业银行绩效管理经验的基础下，注重结合我国基本国 情和银行绩效管理的现实状况，充分考虑银行内部特征和外部环境的影响，充实 并发展了银行绩效管理的历史经验。论文通过问卷调查，掌握了丰富的数据，结 合国有股份制商业银行的特点，对GD银行的绩效管理进行了优化设计。研究理论 与实践结合，对实践具有较好的指导意义，对国内其他商业银行乃至外资银行的 绩效管理实践提供一定的借鉴。 【关键词】GD银行，绩效管理，优化 2 ABSTRACT Performance management is the core of human resource management. As an important component of modern human resource management system, its purpose is to link the objectives of departments and employees with the strategic realization of enterprises, and promote the realization of business management objectives. With the increasingly fierce competition of commercial banks, the performance management of banks has become more and more important. The performance management guided by the development strategy of banks has become an important basis and guarantee of bank management. Good performance management is particularly important for the sustainable development of commercial banks. Starting from the GD bank itself, this paper uses the methods of literature research, questionnaire survey and analysis induction to establish a set of scientific and perfect performance management system and performance appraisal technical scheme. By analyzing the performance management system of GD bank, this paper discusses how the bank should further optimize the current performance management system, so as to establish a more reasonable and feasible performance management system The performance management system can realize the reasonable allocation of human resources, make employees work more actively and actively, and stimulate their creativity. Firstly, this paper reviews the development of performance management theory and the common methods of performance management. Then through the analysis of the current situation of performance management in GD bank, we find that the performance management system of GD bank has the following problems: unclear performance management objectives; weak performance management execution; unscientific performance evaluation indicators; and the application effect of performance management results is not obvious. In the design of GD bank performance management system, under the guidance of the target system of bank performance management, the performance evaluation index of the bank is re selected by using the relevant theory of balanced scorecard. According to the actual situation of the bank, the performance evaluation cycle, process and weight are optimized, and a new feasible and efficient performance management system is constructed. Finally, the paper puts forward the specific supporting measures of GD bank under the new performance management system. 3 Through the study of performance management of GD bank, this paper combines the general principles of performance management with the construction of bank performance management system, which not only shows the common points of general enterprise performance management, but also reflects the unique points of bank performance management. On the basis of actively referring to the performance management experience of western modern commercial banks, we pay attention to the combination of China's national conditions and the reality of bank performance management, fully consider the impact of internal characteristics and external environment of banks, and develop and enrich the experience of bank performance management. Through the questionnaire survey, this paper grasps the rich data, combines the characteristics of state-owned joint-stock commercial banks, and optimizes the performance management of GD banks. The combination of theory and practice has a good guiding significance for practice, and can provide some reference for the performance management practice of other domestic commercial banks and even foreign banks. 【