【摘要】：隨著中國金融市場的全面開放，，我國商業(yè)銀行面臨著日趨復(fù)雜多變的金融環(huán)境以及日益激烈的行業(yè)競爭。我國商業(yè)銀行必須充分地了解和認(rèn)識到自身的競爭優(yōu)勢和不足，根據(jù)目前形勢制定出適合自身的發(fā)展戰(zhàn)略，并將發(fā)展戰(zhàn)略落實(shí)到組織各層級的行動中。為此，建立一套科學(xué)的績效評價(jià)體系成為我國商業(yè)銀行的必然選擇，以推動銀行整體戰(zhàn)略的變革與執(zhí)行，實(shí)現(xiàn)可持續(xù)發(fā)展。 本文以H銀行為研究對象，首先介紹了H銀行的概況，了解H銀行的目前的戰(zhàn)略、經(jīng)營狀況、組織架構(gòu)以及人力資源情況，然后介紹了H銀行現(xiàn)有的綜合績效評價(jià)體系，主要特點(diǎn)是在縱向上建立了以綜合考評方式為主的分支機(jī)構(gòu)的考評體系，在橫向上建立了部門的績效評價(jià)制度，在此基礎(chǔ)上建立了對員工的年度績效評價(jià)制度。經(jīng)過分析，現(xiàn)有的績效評價(jià)體系存在的主要問題如下：一是績效評價(jià)目標(biāo)與銀行的戰(zhàn)略目標(biāo)脫節(jié)；二是重視財(cái)務(wù)指標(biāo)，忽視非財(cái)務(wù)因素；三是重視短期指標(biāo)，忽視長期發(fā)展；最后是缺乏員工參與與組織內(nèi)部溝通。 針對H銀行現(xiàn)有績效評價(jià)體系中存在的問題，本文基于平衡計(jì)分卡的績效評價(jià)體系設(shè)計(jì)步驟，根據(jù)戰(zhàn)略目標(biāo)，從財(cái)務(wù)、客戶、內(nèi)部經(jīng)營流程、學(xué)習(xí)與成長四維度設(shè)置關(guān)鍵績效指標(biāo)（KPI）及其權(quán)重。在縱向上設(shè)計(jì)了分支行級的平衡計(jì)分卡，在橫向上設(shè)計(jì)了部門級、員工級的平衡計(jì)分卡，修改和完善了現(xiàn)有績效考評體系中存在的不足。 最后，本文論述了平衡計(jì)分卡在H銀行實(shí)施的過程中應(yīng)注意的問題，并對H銀行實(shí)施平衡計(jì)分卡績效評價(jià)體系的前景作了展望與思考。
[Abstract]:With the opening of China's financial market, Chinese commercial banks are faced with increasingly complex financial environment and increasingly fierce industry competition. The commercial banks of our country must fully understand and recognize their own competitive advantages and disadvantages, formulate the development strategy suitable for their own according to the present situation, and implement the development strategy into the actions of the organizations at all levels. Therefore, the establishment of a set of scientific performance evaluation system has become the inevitable choice of commercial banks in China, in order to promote the reform and implementation of the overall strategy of the banks, and to achieve sustainable development. This paper takes H Bank as the research object, first introduces the general situation of H Bank, understands the current strategy, management situation, organizational structure and human resources of H Bank, then introduces the existing comprehensive performance evaluation system of H Bank. The main characteristics of the system are the establishment of the evaluation system of the branch organization which is mainly based on the comprehensive evaluation method, the establishment of the performance evaluation system of the department horizontally, and the establishment of the annual performance evaluation system for the employees. After analysis, the main problems of the existing performance evaluation system are as follows: first, the performance evaluation objectives are out of touch with the strategic objectives of the bank; second, the financial indicators are emphasized, and non-financial factors are ignored; third, the short-term indicators are emphasized, and the long-term development is ignored. Finally, lack of employee participation and internal communication within the organization. In view of the problems existing in the existing performance evaluation system of H Bank, this paper designs the performance evaluation system based on the balanced Scorecard, according to the strategic objectives, from the financial, customer, internal business processes, Four dimensions of learning and growth set the key performance indicator (KPI) and its weight. The balanced scorecard of branch level is designed vertically, and the balanced scorecard of department level and employee level is designed horizontally, which modifies and perfects the shortcomings of the existing performance appraisal system. Finally, this paper discusses the problems that should be paid attention to in the implementation of balanced Scorecard in H Bank, and prospects and reflections on the performance evaluation system of balanced Scorecard in H Bank.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F275;F832.33

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