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夜深了,惠文银行的人力资源经理刘程还没有下班。身心俱疲的他瘫在椅子上,凝视办公桌上一堆堆的业绩报告,他的思绪也被拉回了两年前:那时刘程刚刚进入惠文。踌躇满志的他打算好好表现,在这里一展抱负,适逢天赐良机,公司总裁正好要求他为公司完善银行的绩效考核体系。刘程和部门同事们经过几番思量和努力,出台了国内银行业界颇有雄心的目标绩效考核激励制度——以发放贷款的数额来考核贷款员的表现,表现最佳者可获得超过中等表现者50%收入的奖励。在这种强有力的绩效考核制度的激励下,每一个贷款员都像注射了兴奋剂一般,拼命寻找贷款客户,而不考虑其它因素。结果惠文银行得到了他们想要的东西——大笔借款;但是始料未及的是大批的坏账也接踵而至。虽然实现了管理目标,但随后银行却因此遭
Late at night, Liu Cheng, Human Resources Manager at Benefit Bank, has not got off work yet. He was physically and mentally exhausted in a chair, staring at piles of office performance reports, his thoughts were pulled back two years ago: when Liu Cheng just entered Hui Wen. He is proud of his plan to take a good performance, where an ambition coincides with the heaven-sent opportunity, the company president just asked him to improve the bank’s performance appraisal system for the company. Liu Cheng and his colleagues after several discussions and efforts, the introduction of the domestic banking industry is quite ambitious target performance appraisal and incentive system - the amount of loans to assess the performance of the borrower, the best performer to obtain more than moderate performance Reward of 50% of income. Inspired by this powerful performance appraisal system, every lender is like a doping agent, desperately looking for loan clients, regardless of other factors. As a result, Whye Bank got what they wanted - big loans; but unexpected bad debts came one after the other. Despite the management goals, but then the bank suffered