随着经济环境的不稳定变化，银行业面临着日益激烈的竞争，传统的商业银行若要继续保持竞争优势，必须摒弃落后的管理理念，通过优化绩效考核管理来防止人才流失，激发内部活力。W农村商业银行正是一家经历过改制不久的地方商业银行，正在面临管理落后，发展动力不足等现实问题，在这样的形势下，如何深入优化当前绩效考核方案，提升绩效考核的科学合理性，激发基层员工的工作积极性，以实现全行的高质量长期发展，成为亟待解决的关键问题。 本文以W农村商业银行基层员工为研究对象，首先应用问卷调查法与访谈法，深入了解基层员工对当前绩效考核现状的意见和看法。通过数据分析，发现了绩效考核方法单一、绩效考核指标设计不科学、绩效考核结果应用不全面、绩效管理缺乏沟通和反馈渠道等问题，并针对这些问题进行探究，总结出具体原因包括缺乏先进的考核理念、部门间协调性与沟通不足、绩效管理与员工职业发展脱节、缺乏信息技术系统支持等。其次，针对上述问题，运用平衡记分卡和关键绩效指标等方法，对W农村商业银行基层员工的绩效考核指标设计进行优化，确保各项指标更加科学合理且符合实际需求；同时，对绩效考核结果的合理应用和绩效考核过程中的沟通反馈机制进行分析，提出了相应优化建议。最后，为确保绩效考核优化方案的有效实施，从多个方面提出了相关保障措施，包括加强组织建设与人才培养，加大资金投入与激励机制建设，完善基础设施与技术支持体系等。 优化后的绩效考核方案对W农村商业银行人才团队培养建设，激发基层员工工作热情，提升管理水平等都具有较好的促进作用，也能为该行提升行业竞争力并实现高水平长期发展的经营目标起到支撑作用，并为其它同业银行提供一定的参考和借鉴。

With the unstable changes in the economic environment, the banking industry faces increasingly fierce competition. Traditional commercial banks must abandon outdated management concepts and optimize performance management to prevent talent loss and stimulate internal vitality if they are to maintain their competitive edge. W Rural Commercial Bank, a local bank that has recently undergone restructuring, is currently grappling with issues such as lagging management practices and insufficient development momentum. In this context, how to deeply optimize the current performance appraisal scheme, enhance its scientific rationality, and motivate the enthusiasm of frontline employees to achieve high-quality long-term development across the entire bank has become a critical issue that needs to be addressed urgently. This study focuses on frontline employees of W Rural Commercial Bank, integrating theoretical frameworks such as Balanced Scorecard (BSC) and Key Performance Indicators (KPI), and employs questionnaire surveys and interviews to comprehensively investigate employees' perceptions of the current performance appraisal system. Through detailed data analysis, four critical issues were identified: oversimplified appraisal methods, unscientific design of performance indicators, incomplete utilization of appraisal results, and insufficient communication and feedback mechanisms. Further analysis revealed underlying causes including outdated assessment concepts, inadequate interdepartmental coordination, disconnection between performance management and career development, and lack of information technology support. To address these challenges, this research systematically optimizes the performance indicator system for frontline employees using advanced methodologies like BSC and KPI, ensuring scientific rigor and practical relevance. It also proposes actionable improvements for result application mechanisms and establishes effective feedback channels. To ensure successful implementation, comprehensive safeguard measures are proposed: enhance organizational structure and talent development, intensify financial investment and incentive mechanism construction, and optimize infrastructure and technical support systems. The optimized performance appraisal scheme is more comprehensive and scientific, playing a significant role in talent team cultivation and construction, stimulating the enthusiasm of frontline employees, and enhancing management levels at W Rural Commercial Bank. It also lays a solid foundation for achieving long-term high-level development goals and boosting the bank's competitiveness in the local market. Finally, it is hoped that this study can provide valuable references and insights for other peers in the industry.This translation maintains the structure and key points of the original text while ensuring clarity and coherence in English. It provides an accurate representation of the research focus, methodology, findings, and implications for both W Rural Commercial Bank and the broader banking sector.

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