绩效考核作为一项重要制度，对银行经营管理起着关键的作用。然而，JX股 份制商业银行南昌分行在制定和执行绩效考核过程中存在较大问题，这些问题的 存在一方面不利于分行应对外部日趋激烈的竞争以及监管部门趋严的要求，另一 方面，不利于提升分行内部经营管理水平和调动各级员工工作积极性，突出表现 在行内各机构经营发展不平衡、营销序列员工流失严重、管理部门员工工作积极 性差等，这就迫切需要银行对行内绩效考核政策进行全面研究和不断优化。 本文通过笔者多年相关工作经验，结合绩效相关理论，分析了该行绩效考核 内容，初步得出其绩效考核存在的问题并进行了小结，然后以调查问卷的形式对 这些问题进行进一步论证分析；紧接着通过员工访谈的方法，对发现的问题进行 深入分析，最后归纳总结出JX股份制商业银行南昌分行存在考核指标重叠、指标 质量有待提升、定性指标评价缺乏客观有力的支撑、考核政策传导缺乏连续性、 考核执行不流畅、考核结果应用单一等几个方面问题。 论文以问题为导向，针对调查分析中发现的问题，结合相关绩效理论，研究 探索出南昌分行绩效考核优化对策，主要包括：优化考核指标设计；建立绩效评 价积分制，推动定性指标 “可量化”；依托考核组织建设、改善考核流程管理； 专项宣导、定期督导、个别辅导多管齐下；全面促进考核结果广泛应用等五项具 体措施，并明确了上述措施只有在制度、组织及人员、沟通等方面得到保障的前 提下，才能不断优化绩效考核，推动分行经营管理更上一层楼，促进分行早日实 现“管理一流、人才一流、业绩一流”的最好分行目标。 关键词：绩效； 绩效考核； 绩效评价积分制； 考核优化 2 Abstract As an important system, performance appraisal plays a key role in bank management. However, something is wrong in performance appraisal implementing process for Nanchang branch of JX joint-stock commercial bank. The existence of these problems, on the one hand, is not conducive to deal with increasingly fierce competition and regulatory requirements, on the other hand, more importantly, is not conducive to improve the management level and to motivate the staff. These problems are specific, like business development is not balanced, the marketing employees turnover rate is high, management department staff's work enthusiasm is low. This is an urgent need to launch comprehensive study on performance evaluation and optimization. Based on the author's years of relevant work experience and theories of performance, this paper analyzes the contents of the performance appraisal of the bank, preliminarily obtaining the existing problems of the performance appraisal.And the author conducts further demonstration and analysis of these problems in the form of questionnaire. Then through the method of employee interview, the problems are analyzed in depth, including the quantity and quality of the indicators need to be improved, qualitative indicators appraisal is less scientific, appraisal policy transmission is not continuous, execution fluency need to be promoted, the result apply of performance appraisal is single. The paper is problem-oriented and explores performance assessment optimization strategies for the problems found in the research process, mainly including optimize the evaluation index system design, establish a performance score system ,conduct performance coaching in a multi-pronged manner, rely on appraisal organization and improve process management, comprehensively promote the wide application of assessment results. Through relevant measures, the performance assessment program is constantly optimized to promote the operation and management of the Nanchang branch to a higher level, and promote the branch as early as possible to achieve “management first class ,talent first class ,performance first class” the best branch target.