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

Abstract

Bu <;ah~ma, Tiirk bankaClhk sekt6riindeki performans degerlendirme sistemindeuygulamada kar~lla~I1an sorunlan tespit edip, bu sorunlann <;6ziimii i<;in 6neriler sunarak,yeni ve hatalardan daha fazla annml~ bir performans degerlendirme sistemin kurulmasmavesile olabilmek i<;in ger<;ekle~tirilmi~tir.Ara~tlrma i<;in kitap, dergi, makale, internet gibi kaynaklar kullamlarakperformans degerlendirme sistemleri hakkmda literatiir taramaSI yaplldl. LiteratiirtaramaSI sonucunda, performans degerlendirme sistemi, unsurlan ve ilgili kavramlartammlandl; performans degerlendirme sisteminin gerekliligi, ama<;lan, avantaj vedezavantajlan, 6nemi, performans degerlendirme siireci, y6ntemleri, performansdegerlendirmede kar~lla~llan muhtemel sorunlar, kamuda uygulanan performansdegerlendirme sistemi ve bir 6rnek olarak Tiirkiye Cumhuriyet Merkez Bankasl'ndauygulanmakta olan performans degerlendirme sistemi anlatllarak, ara~tIrmanm teorik<;er<;evesi ortaya konulmu~tur.Performans degerlendirme sisteminin bankaclhk sekt6riindeki mevcut durumunuanaliz etmek, sistemler kurulurken ve uygulamrken kar~lla~I1an sorunlan belirlemekamaclyla, anakiitlesini, Denizli'de ticari bankaclhk yapan, 16 6zel ve 3 kamu bankasl ileTiirkiye 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 y6ntemlerolarak, klsmen g6zlem ve g6rii~me y6ntemlerinden yararlamlml~tlr. Anket sorulannmbiiyiik <;ogunlugu, 5'li Likert 61<;egine g6re hazlrlanml~tIr. Veriler, analiz edilirken SPSSprogrammdan yararlamlml~tIr.Tiirk bankaclhk sekt6riinde, performans degerlendirme sistemlerinin kurulmasl veuygulanmasl siire<;lerinde sorunlarla kar~lla~I1maktadlr. Bunlar, genelde y6netsel bakl~a<;llanyla ilgilidir. i~g6renlerin katlhml saglanmadan, insan kaynaklan birimlerinceolu~turulan degerlendirme sistemleri ve y6neticilerin 6znel bakl~ a<;llan, ger<;ekperformansm yakalanmasml engellemektedir.Demokratik y6netim anlaYI~ma sahip olmayan, dolaylslyla i~g6renin katlhmlsaglanmayan 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 appraisalsystems' practice in Turkish banking sector, to suggest solutions to the defined problemsand to establish new and more refined performance appraisal systems from errors.Resources such as books, journals, articles and internet on performance appraisalsystems were used for the research as literature review. As the result of literature,performance appraisal systems and their elements and related concepts were defined; thenecessity, objectives, advantages and disadvantages, importance, stages, methods ofperformance appraisal system, the possible problems encountered during performanceappraisal, the performance appraisal system applied in public sector and the performanceappraisal system of Central Bank of Turkish Republic as an example were described, andthus, the theoretical frame of research was revealed.To analyse existing conditions of performance appraisal systems in bankingsector 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) andthe Denizli Branch of Central Bank of Turkish Republic; sample size formed by 456employees of these branches ofattitude research was realized.The data of research was obtained with questionnaire method. Observation andinterview were partially used as secondary (subordinate) methods. Most of thequestionnaire questions were prepared according to five scale Likert. SPSS was used toanalyse data.In Turkish banking sector, problems are encountered in the periods of foundationand practice of performance appraisal systems. These are related with managerialunderstandings. Systems which are constituted by human resources departments withoutemployee participation, and subjective understanding of managers hamper to attain realperformance.Non democratic systems and thus having no employee participation can't beembraced; objectiveness and justice is questioned. Systems questioned and not reliedcan't function in the way that they have to do.