Bankacılık sektöründe performans değerlendirme sisteminin uygulamadaki sorunları ve çözüm önerileri-bir araştırma

Abstract

Tiirk bankacılık sektörüindeki performans degerlendirme sisteminde uygulamada kar~lla~I1an sorunlan tespit edip, bu sorunlann <;6ziimii i<;in 6neriler sunarak, yeni ve hatalardan daha fazla annml~ bir performans degerlendirme sistemin kurulmasma vesile olabilmek i<;in ger<;ekle~tirilmi~tir. Ara~tlrma i<;in kitap, dergi, makale, internet gibi kaynaklar kullamlarak performans degerlendirme sistemleri hakkmda literatiir taramaSI yaplldl. Literatiir taramaSI sonucunda, performans degerlendirme sistemi, unsurlan ve ilgili kavramlar tammlandl; performans degerlendirme sisteminin gerekliligi, ama<;lan, avantaj ve dezavantajlan, 6nemi, performans degerlendirme siireci, y6ntemleri, performans degerlendirmede kar~lla~llan muhtemel sorunlar, kamuda uygulanan performans degerlendirme sistemi ve bir 6rnek olarak Tiirkiye Cumhuriyet Merkez Bankasl'nda uygulanmakta olan performans degerlendirme sistemi anlatllarak, ara~tIrmanm teorik <;er<;evesi ortaya konulmu~tur. Performans degerlendirme sisteminin bankaclhk sekt6riindeki mevcut durumunu analiz etmek, sistemler kurulurken ve uygulamrken kar~lla~I1an sorunlan belirlemek amaclyla, anakiitlesini, Denizli'de ticari bankaclhk yapan, 16 6zel ve 3 kamu bankasl ile Tiirkiye Cumhuriyet Merkez BankaSI Denizli $ubesi; 6rneklemini ise, bu bankalann ~ubelerinde <;ah~an 456 i~g6renin olu~turdugu bir tutum ara~tIrmasl gef(;ekle~tirilmi~tir. Ara~tlrmanm verileri, anket y6ntemiyle elde edilmi~tir. Yardimci y6ntemler olarak, klsmen g6zlem ve g6rii~me y6ntemlerinden yararlamlml~tlr. Anket sorulannm biiyiik <;ogunlugu, 5'li Likert 61<;egine g6re hazlrlanml~tIr. Veriler, analiz edilirken SPSS programmdan yararlamlml~tIr. Tiirk bankaclhk sekt6riinde, performans degerlendirme sistemlerinin kurulmasl ve uygulanmasl siire<;lerinde sorunlarla kar~lla~I1maktadlr. Bunlar, genelde y6netsel bakl~ a<;llanyla ilgilidir. i~g6renlerin katlhml saglanmadan, insan kaynaklan birimlerince olu~turulan degerlendirme sistemleri ve y6neticilerin 6znel bakl~ a<;llan, ger<;ek performansm yakalanmasml engellemektedir. Demokratik y6netim anlaYI~ma sahip olmayan, dolaylslyla i~g6renin katlhml saglanmayan sistemler benimsenememekte; nesnellikleri ve adillikleri sorgulanmakta; sorgulanan ve inamhp giivenilmeyen sistemler ise i~levlerini yerine getirememektedir.

This research is conducted to find out the problems of performance appraisal systems' practice in Turkish banking sector, to suggest solutions to the defined problems and to establish new and more refined performance appraisal systems from errors. Resources such as books, journals, articles and internet on performance appraisal systems were used for the research as literature review. As the result of literature, performance appraisal systems and their elements and related concepts were defined; the necessity, objectives, advantages and disadvantages, importance, stages, methods of performance appraisal system, the possible problems encountered during performance appraisal, the performance appraisal system applied in public sector and the performance appraisal system of Central Bank of Turkish Republic as an example were described, and thus, the theoretical frame of research was revealed. To analyse existing conditions of performance appraisal systems in banking sector and to find out the problems of systems at the stages of foundation and practice, aimed size formed by commercial banks in Denizli (16 are private and 3 are public) and the Denizli Branch of Central Bank of Turkish Republic; sample size formed by 456 employees of these branches ofattitude research was realized. The data of research was obtained with questionnaire method. Observation and interview were partially used as secondary (subordinate) methods. Most of the questionnaire questions were prepared according to five scale Likert. SPSS was used to analyse data. In Turkish banking sector, problems are encountered in the periods of foundation and practice of performance appraisal systems. These are related with managerial understandings. Systems which are constituted by human resources departments without employee participation, and subjective understanding of managers hamper to attain real performance. Non democratic systems and thus having no employee participation can't be embraced; objectiveness and justice is questioned. Systems questioned and not relied can't function in the way that they have to do.