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华东交通大学硕士学位论文我国政策性银行员工绩效管理研究姓名：陈璐申请学位级别：硕士专业：企业管理指导教师：张玉清20071109I20901994AbstractIITHERESEARCHOFPERFORMANCEMANAGEMENTINCHINA’SPOLICY-RELATEDBANKSABSTRACTSincethe1990s,themanagementenvironmentandthebusinessmanagementpracticechangeshavealreadyenabledthehumanresourcestobecomeanimportantfactorwhichwouldhelptheorganizationstomaintainthecompetitiveability.Theexistingmanagementtheoryshowsthat,inthehumanresourcesmanagementprocess,usingtheperformancemanagementmentalitytomanagetheenterprisecangreatlyenhancethemanagementlevel,optimizetheenterpriseachievements,andimprovethemanagementbenefitandthewinningprobabilityintheintenseenterprisemarketenvironment.Since1994,ourcountryhasestablishedthreepolicy-relatedbanksoneafteranother:ChinaDevelopmentBank,TheExport-importBankofChinaandAgriculturalDevelopmentBankofChina.Asimportantconstituentsofourfinancesystem,policy-relatedbankshavemadethepositiveimpetusfunctiontoourcountry’seconomyintheirrespectivedomain.Whileourpolicy-relatedbanksstriveforthedevelopmentandconverttomodernbanks,butunderthesituationthattheoverseasbanksandotherdomesticcommercialbankshavecovetedtoourfinancialtalentedpersonnelforalongtime,howtostrengthenthehumanresourcesmanagementorganizationalreforminordertorecruit,holdandinspirewithexcellentpersonnelhasalreadybecomeanissuewhichshouldbeurgentlysolved.Thetraditionalmanagementpatternhasseriouslyweakentheabilityofattracting,holding,anddrivinghumanresources.Thereforeweneedtoinductthemodernperformancemanagementsystemassoonaspossible,andchangethepureperformancereviewforthecomprehensiveperformancemanagement,causingittotakerootinthebank,toadapttomodernhumanresourcesmanagement'sneedandcompetition.Itissignificativetothepolicy-relatedbanks,whichareindevelopmentandreform.Thisarticlefirstwillcarryontheanalysistothepresentsituationofperformancemanagementinpolicy-relatedbanks,anddiscovertheexistingproblemsandtheoriginofourpolicy-relatedbanksperformancemanagement,thenwillredesignanewsystemofperformancemanagementaccordingtotheparticularunionofpolicy-relatedbanks.Finally,itwillconducttheresearchbasedontheJiangxiProvinceagriculturaldevelopmentbank,throughmethodsofcollectingrestricteddata,face-to-facetalkandthequestionnairesurvey,combiningwiththeperformancemanagementreformwhichwillbecarriedoutinAprilsoon.Itwillfollowthelinethatfrom“theelementarytheoryguidance”to“advantagesanddisadvantagesofpastpracticalexperience”to“redesignofperformancemanagement”thento“practiceresultfeedback”toexplorereasonsofproblemsthatpolicy-relatedbanksAbstractIIIperformancemanagementexists,suchasJiangxiProvinceagriculturaldevelopmentbank,anddiscoverthecorrespondingcountermeasuretoimproveexistingperformancemanagementinthisfoundation,inordertopromotethemanagementlevelofpolicy-relatedbanks,andadapttomodernhumanresourcesmanagement’sneedandmodernsocietycompetition.KeyWords:policy-relatedbanks,performancemanagement,reform,redesign__________________________________________________________11.11994:[1][2][3]1.22[4]12123123432.12.1.11[10]2Campbell[5]123CampbellCardyDobbinsWaldman(1994)[6]Campbell[7]CardyDobbins2.1.21[8]:42-1Fig.2-1HumanResourcesManagementSystemMap2Locke[9]McLagan53[8]2-2Fig.2-2BasedonTheStrategicFrameworkofThePerformanceManagementSystemKPIsKeyPerformanceIndicatorKPIsKPIsKPIKPIKPIsKPIsKPIs////6KPIa.b.c.7d.a.b.c.360a.b.c.d.e.82.22.2.1performancemanagement,PM208090[10]1RogersBredrupBredrup(1995):2AinsworthSmith(1993)Heisler(1987)Quinn(1988)TorringtonHall(1995)AinsworthSmith(1993):3MichaelArmsrany1994[10]Costello1994[11]Walters1995[12]2090[13]9Nickols1997TomCoenMaryJenkinsPamenter,Fred2000[14][15]Fandray,Dayton2001[16]1994SHRMDevelopmentDimensionsInternational[17]2004[18]2.2.2[19]////[20][21]10[22][23][24][25][26]2.311[27]2.3.1BS[27][28]206090809011940J.VonNeumannO.MorgensternF(V(x),R(x))802(EVA)12EVA=(ROAWACC)ROAWACC3S[30]132-3Fig.2-3BSCStrategicModela.b.c.a.b.c.14d.:a.b.c.15()()2.3.21[31]2[31]3[31]4[27]516[27][32][33][34][35]173.13.1.140-601994[36],119943[37]182006315193-1Fig.3-1ChinaDevelopmentBankOrganizationalStructure21994[38]202006213-2Fig.3-2TheExport-importBankofChinaOrganizationalStructure3199441922[39]1994630259219954199681997319983200420049200672007123200630330210160035.93-3Fig.3-3AgriculturalDevelopmentBankofChinaOrganizationalStructure[40]4[36]2490%[42]25[43][44][45]19943.1.22006[41]2005824531800381223065214263-12005#824531800381817624216713853844675187644273832102632823447889520217411019229740115434140883002881426782607573232976537510082493641814577698341697344861242944749662947761375845420653110695001228461583299918461924071423417761402729217659598189561690839338470817903-22005#22306521421139217659598189561690839338470817902720058245322303%1800381652143.62%3-4Fig.3-4TheNumberofPolicy-relatedBankInstitutions3-5Fig.3-5TheNumberofPolicy-relatedBankEmployee217697.6%5959891.4%217697.58%160.72%381.70%4708,7.22%908,1.39%59598,91.39%283.23.2.1Performance[46][47][47]3-6Fig.3-6PerformanceMatrix1292[19]30a.b.c.a.b.c.31d.3.2.2199411994233245334.14.1.14.1.2344.1.31234354.24.2.1124-1Fig.4-1Policy-relatedB