近些年来,我国的商业银行发展十分迅速,与此同时,银行的管理也出现了各种

各样的问题,尤其是银行的绩效管理就是其中一个亟待解决的重要问题。拿本文的研

究对象NJCITB银行来说,由于现行的绩效考核体系出现了与企业发展不相适应的状

况,在某种程度上影响了企业员工的积极性,制约着企业的进一步发展。

正是基于这样的背景考虑,本毕业论文利用绩效管理的相关原理和知识,联系个

人长期的工作实际,对案例企业NJCITB的现行绩效管理现状进行了分析,找出了其

中可能存在的主要问题,在此基础上运用现代人力资源发展的理论结果——平衡i己分

卡,以改进NJCITB的绩效考核和管理体系,并提出了改进方案的实施措施,以期最

大限度地调动员工的积极性。

本文共有5章组成,其中第1章绪论,主要介绍了选题背景及研究目的,对文中

的关键术语做了介绍,介绍了本文的主要研究内容,以及采用的研究思路和方法等;

第2章绩效考核原理及代表性研究回顾,目的是为本文的研究寻求必要的理论支持和

借鉴;第3章NJCITB绩效考核状况分析,着重对NJCITB的现行绩效考核和管理存

在的问题进行剖析,找出业已存在的原因;第4章NJCITB绩效考核改进方案及实

施对策,包括:NjCITB绩效考核方案改进的必要性,NJCITB绩效考核方案改进的

总体原则和思路,NJCITB绩效考核体系的改进及其管理实施建议;最后是全文的研

究总结和展望。

研究的主要结论有:需要通过对绩效管理体系改进,引导企业合理地对待长期目

标与短期目标、财务与非财务指标、个人目标与组织目标,应该将NJCITB与CITB、

员工和NJCITB的发展目标联系在一起,最终逐步建立和完善以价值创造为核心的新

型绩效考核体系等。

关键词:绩效管理,平衡计分卡,NJCITB

Abstract

In recent years, along with the rapid development of the commercial bank in China,

the bank's management is facing various problems. Especially, the performance

management of the banks is one of the most urgent problems to be solved. As a case of

NJCITB, because its current performance appraisal system does not adapt with the

enterprise development, to some extent, to affect the enthusiasm of the employees, and

restrict the further development of enterprises.

Based on those background, this thesis uses related theory and knowledge of

performance management, combines the individual long-term working practice, analyzes

the current performance management status of NJCITB,points out the main existing

problems, then uses balanced scorecard to improve the NJCITB performance appraisal and

management system, and puts forward the improvement measures of implementation plan,

in order to maximize the mobilization of the enthusiasm of the staff.

This paper consists of 5 chapters, the first chapter mainly introduces the background

and research purposes, introduces the main content of this paper, and the research ideas

and methods; chapter 2 reviews performance appraisal principles and representative

research, the purpose is to seek the necessary theoretical support and reference for this

paper; the third chapter is the analyses of NJCITB performance appraisal situation,

emphatically on the current NJCITB performance appraisal and management problems,

and its existing reasons; the fourth chapter is NJCITB performance improvements and

Countermeasures, including necessity of improving the performance appraisal system of

NJCITB, the general principles and ways of improving the performance appraisal system

of NJCITB, improvement design of NJCITB performance appraisal and implementation

measures; finally is the research summary and outlook of full text.

The main conclusions of are: NJCITB must improve the performance management

system, and reasonably treat with long-term and short-term objectives, and must take

financial and non-financial indicators, personal goals and objectives of the organization in

order to together NJCITB and CITB, and the NJCITB, finally to gradually establish and

improve the value creation as the core the new performance appraisal system.

Key words: Performance Management, Balanced Score Card, NJCITB