摘要
摘要
绩效考核是商业银行最核心的管理之一，加强商业银行的绩效管理助于提
高商业银行的核心竞争力，同事绩效考核也关乎员工的直接利益。员工绩效考
核需要科学的方法，根据各岗位的不同进行目标任务的细分，以便将总体的任
务分解至不同的个体，以达到整体目标完成的目的。员工绩效考核不公平不客
观，就会导致无法达成企业目标。
本文以 A银行重庆分行员工绩效考核为例，通过实地访谈、问卷调查，发
现该行员工工作积极性明显减退，工作效率与质量低下，各项业务目标达成率
在全国排名靠后；分析其深层原因发现，管理层对于科学的绩效考核的认识不
到位，绩效考核的目标设置不合理，绩效考核导向作用缺失，绩效考核过程与
员工的反馈交流缺失，导致绩效考核激励作用不突出，绩效考核人员认知度低。
针对问题对 A银行重庆分行绩效考核提出了优化“四原则”，即战略导向性、
公平公正、科学合理、激励与约束并重等原则；明确“五目标”，即建立统一长效
的绩效考核规划，设置科学的绩效考核评价机制，明确岗位职责，加强绩效考
核精准度，加强员工业务能力培训等；提出了 “四方案”，即建立科学的 KPI考
核指标、建立以平衡计分卡为基础的绩效考核系统、以目标管理为团队竞赛绩
效考核的补充、健全绩效考核员工反馈机制，充分应用绩效考核结果。为确保
绩效考核中的优化方法能实现,进一步提出了领导保证、机制保障、资金保证等
三项保障举措。
通过研究，以期优化 A银行重庆分行的绩效考核流程，提升起经营管理水
平，对提高 A银行重庆分行的市场竞争力有一定的指导意义。
关键词：商业银行；员工绩效考核；激励作用；市场竞争
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Abstract
Abstract
Performance appraisal is one of the most core management of commercial banks.
Strengthening performance management of commercial banks helps to improve the
core competitiveness of commercial banks. Colleague performance appraisal is also
related to the direct interests of employees. Staff performance appraisal needs
scientific methods, according to the different positions of the target task subdivision,
in order to decompose the overall task to different individuals, in order to achieve the
overall goal of completion. Employee performance appraisal is not fair and objective,
it will lead to failure to achieve corporate goals.
This paper takes the employee performance appraisal of Chongqing Branch of
Bank A as an example. Through field interview and questionnaire survey, it is found
that the employee's enthusiasm for work decreases significantly, work efficiency and
quality are low, and the achievement rate of various business objectives ranks low in
China. By analyzing the underlying reasons, it is found that the management does not
have a good understanding of scientific performance appraisal, the unreasonable
setting of performance appraisal goals, the lack of guiding role of performance
appraisal, and the lack of feedback and communication between performance
appraisal process and employees, leading to the lack of prominent incentive role of
performance appraisal and low recognition of performance appraisal personnel. In
view of the problems, the author puts forward the "four principles" for the
optimization of the performance appraisal of CHONGQING Branch of A Bank,
namely, the principles of strategic orientation, fairness and justice, scientific and
reasonable, and equal emphasis on incentives and constraints. Clarify the "five
objectives", namely, establish a unified long-term performance appraisal plan, set up
a scientific performance appraisal mechanism, clarify job responsibilities, strengthen
the accuracy of performance appraisal, strengthen the training of staff business ability,
etc. "Four schemes" are put forward, that is, establishing scientific KPI assessment
index, establishing performance assessment system based on balanced scorecard,
supplementing performance assessment with management by objectives, perfecting
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Abstract
staff feedback mechanism of performance assessment and making full use of
performance assessment results. In order to ensure the smooth implementation of the
optimization scheme of performance appraisal, the author further puts forward three
guarantee measures: leadership guarantee, system guarantee and fund guarantee.
Through the research, it is expected to optimize the performance appraisal
process of A Bank Chongqing Branch, improve the management level, and have
certain guiding significance to improve the market competitiveness of A Bank
Chongqing Branch.
Keywords:Commercial Banks；Performance appraisal；incentive function
Competition inthemarket
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