目 录
1. 绪论 ·1
1.1 研究背景及其意义 ··1
1.2 国内外研究综述 ··2
1.2.1 国外的研究现状 2
1.2.2 国内的研究现状 3
1.3 本文研究内容和结构安排 ··4
1.4 本文研究创新和不足 ··5
2. 商业银行绩效管理概述 ·6
2.1 绩效的概述6
2.2 绩效管理的概述 ··7
2.2.1 绩效管理的内涵 7
2.2.2 绩效管理的起源 8
2.2.3 绩效管理的特征 9
2.2.4 绩效管理的目的 9
2.2.4 绩效管理系统 10
2.3 平衡计分卡的使用 ··11
2.3.1 平衡计分卡的起源与发展 11
2.3.2 平衡计分卡的概述以及基本理论 12
2.3.3 平衡计分卡的基本构架与功能定位 12
2.3.4 南昌分行绩效管理中的应用平衡计分卡可行性分析14
3. 民生银行南昌分行绩效管理的现状及其问题·15
3.1 民生银行南昌分行基本情况与绩效管理的现状 ··15
3.1.1 民生银行南昌分行简介 15
3.1.2 民生银行南昌分行绩效管理现状 15
3.2 民生银行南昌分行绩效管理存在的问题和原因 ··17
3.2.1 民生银行南昌分行绩效管理存在的问题 17
3.2.2 产生问题的原因所在 18
4. 民生银行南昌分行绩效管理体系构建·21
4.1 平衡计分卡体系构建准备流程 ··21
4.2 南昌分行绩效管理设计流程 ··22
4.2.1 南昌分行绩效考核的维度的设置 22
4.2.2 南昌分行绩效考核的衡量指标 23II
4.2.3 确定南昌分行绩效考核 BSC 权重··26
4.2.4 绘制南昌分行绩效考核 BSC 战略图··27
4.2.5 编制南昌分行层面的经营绩效 29
5. 平衡计分卡在民生银行南昌分行绩效管理的体系的运作·31
5.1 南昌分行绩效管理体系构架分析 ··31
5.2 南昌分行绩效管理平衡计分卡的制定 ··31
5.3 基于平衡计分卡下的南昌分行绩效管理的实施 ··34
5.3.1 进行绩效评估 34
5.3.2 平衡计分卡评价标准 34
5.3.3 绩效管理评估结果反馈和改进 35
5.3.4 绩效评估结果的运用 35
5.4 在实施平衡计分卡过程中应注意的问题 ··36
6. 结论 ·38
6.1 论文完成工作回顾 ··38
6.2 实施平衡计分卡后所得到的成果 ··38
参考文献··39
致 谢··41III
Contents
1. introduction ·1
1.1 Background and Significance·1
1.2 A review of researches 2
1.2.1 Research state in China2
1.2.2 Situation Study abroad 3
1.3 the content and structure of the arrangement ·4
1.4 innovation and insufficient on research ·5
2. Commercial Banks Performance Management Overview·6
2.1 Performance Overview ··6
2.2 Overview of Performance Management 7
2.2.1 The connotation of performance management7
2.2.2 Origin of Performance Management ··8
2.2.3 Features of Performance Management9
2.2.4 Purpose of performance management·9
2.2.4 System of performance management··10
2.3 The use of the Balanced Scorecard 11
2.3.1 Origin and Development of the Balanced Scorecard ·11
2.3.2 Overview of the Balanced Scorecard and the basic theory 12
2.3.3 Basic Structure and Function of Balanced Scorecard·12
2.2.4 Application of Balanced Scorecard in Nanchang Branch Performance
Management ·14
3. Situation Minsheng Bank Nanchang Branch Performance Management and
Problems··15
3.1 Situation Minsheng Bank Nanchang Branch basic information and
performance management 15
3.1.1 Minsheng Bank Nanchang Branch Introduction·15
3.1.2 Situation Minsheng Bank Nanchang Branch Performance Management
··15
3.2 Minsheng Bank Nanchang Branch Performance Management Problems and
Causes ··17
3.2.1 Minsheng Bank Nanchang Branch Performance Management Problems
··17IV
3.2.2 The cause of the problem 18
4. Minsheng Bank Nanchang Branch Performance Management System ··21
4.1 Balanced Scorecard System preparation process ··21
4.2 Nanchang Branch Performance Management Process Design ·22
4.2.1 Nanchang Branch dimensions of performance appraisal22
4.2.2 Nanchang Branch measure of performance appraisal 23
4.2.3 Define Nanchang branch performance appraisal BSC weights ·26
5. BSC operates Minsheng Bank Nanchang Branch Performance Management
System··31
5.1 Nanchang branch performance management system architecture analysis ··31
5.2 Nanchang Branch Performance Management Balanced Scorecard
development ·31
5.3 Based on the implementation of the Balanced Scorecard at Nanchang Branch
Performance Management 34
5.3.1 Performance evaluation ··34
5.3.2 Balanced Scorecard evaluation criteria ··34
5.3.3 Feedback and Improvement 35
5.3.4 Use of performance results ·35
5.4 Implementation of the Balanced Scorecard Attention36
6. Conclusion38
6.1 The main Review 38
6.2 The implementation of the Balanced Scorecard conclusion ·38
References 39
Acknowledgements ·411
摘 要
随着金融体制改革的深入和全球经济一体化步伐的加快，金融业竞争愈演愈
烈，我国商业银行也将面临着前所未有的威胁和挑战。我国商业银行长期处于国
家政策的保护下，面对外资银行在国内广泛开展业务，高端客户、国际结算等中
间业务大量流失，商业银行尚未做好充分准备。在全球经济一体化的背景下，各
大商业银行只有努力提高自身的经营管理水平，才能切实提高其竞争力，才能在
激烈的国际竞争中立于不败之地，求得生存和发展

而在这竞争过程中，人力资源是商业银行最重要的投入要素，银行管理界对
其高度重视，人力资源管理因此也成为商业银行管理重要的职能之一。商业银行
绩效管理评估是商业银行人力资源管理领域的核心工作，其在国外已经非常成熟，
但是由于历史原因，我国商业银行绩效管理评估工作开展的不是很理想。这也是
成为我国商业银行人力资源管理领域的难题之一。绩效管理评估关系着商业银行
是否能够圆满完成当期任务指标，也关系着银行客户的利益是否能够得到保障

本文以绩效管理评估相关理论为基础，对中国民生银行南昌分行绩效管理评估现
状进行详细的分析，发现其存在的问题，并对南昌分行绩效管理评估体系进行了
改进设计

本文第一章绪论，主要介绍论文的研究背景、目的及意义、研究现状、研究
内容与方法等内容。第二章对绩效管理的相关理论以及绩效管理评估方法平衡计
分卡进行简单的阐述。第三章对南昌分行的组织结构、人力资源状况、经营状况
等详细分析，说明南昌分行绩效管理评估的现状，并结合实际对在绩效评估中存
在的问题及问题产生的原因进行深入的分析。第四章主要是对南昌分行绩效管理
体系进行改进，设立绩效评估体系能够顺利实施的相关措施。第五章对南昌分行
绩效管理体系进行实施和评价

通过利用平衡计分卡对南昌分行的绩效管理体系评估得到以下结论：
1.明确了南昌分行的发展战略。通过构建和实施平衡计分卡绩效管理体系，
匹配相关战略，使南昌分行高层管理人员、分行各部门和员工的工作都围绕公司
使命和战略来进行。同时在管理实施过程中，将南昌分行的战略目标进行层层分
解，最后使得分行、部门和员工彼此的目标都取得一致

2.加强了分行对员工的管理。新的绩效管理体系良好运行，要求必须按照整
个南昌分行层级自上而下、自下而上、上下贯通，这需要南昌分行所有的员工通
力合作。平衡计分卡的实施要求分行加强对各部门、员工的管理，对涉及到平衡
计分卡解决方案中的所有数据进行收集、汇总和分析，使得所需要的信息准确、
及时和无误。2
3.高效的激励体系。通过成功导入了平衡计分卡工具，把评价指标分解到分
行各部门和每个员工，建立起一整套强有力的分行战略激励体系，这样能够很好
地增强员工工作积极性

4.明确职责。通过构建新的绩效管理体系，能够明晰分行和各部门之间功能
定位，真正做到各尽其职，能够切实支持和帮助分行实现其战略目标

关键词：绩效管理 平衡计分卡 民生银行南昌分行 战略3
Abstract
With the deepening of the financial system and to accelerate the pace of global
economic integration, intensified competition in the financial sector, China's
commercial banks will face unprecedented threats and challenges. China's commercial
banks under the protection of long-term national policy, in the face of foreign banks in
the country to carry out a wide range of business, high-end customers, international
settlement and other intermediary business a huge loss, commercial banks have not yet
fully prepared. Under the background of global economic integration, the major
commercial banks only strive to improve their management level, in order to
effectively improve their competitiveness in order to remain invincible in the fierce
international competition to survive and develop.
And in this competitive process, the human resources are the most important
commercial bank input factors, the Bank attaches great importance to its community
management, human resource management and thus become one of the important
functions of commercial bank management. Commercial Bank is the core of
performance management assessment work of commercial banks in the field of human
resource management, which has been very mature in a foreign country, but due to
historical reasons, China's commercial banks to carry out the evaluation of
performance management is not very satisfactory. This problem is becoming one of
China's commercial banks in the field of human resources management. Performance
Management assess whether the relationship between the commercial banks to the
successful completion of the current task indicators, but also on whether the interests
of bank customers can be guaranteed. In this paper, the performance management
evaluation theory, based on the current situation of China Minsheng Bank Nanchang
Branch Performance Management Assessment detailed analysis and found that the
problems, and the Nanchang branch performance evaluation system for improved
design.
The first chapter mainly introduces the research background, purpose and
significance, research status, research content and methods. The second chapter of the
relevant theory and performance management assessment methodology Balanced
Scorecard performance management simple exposition. The third chapter of Nanchang
Branch organizational structure, human resources, operating conditions and other
detailed analysis on the status of Nanchang branch performance management4
assessment, combined with the actual reason for the problems and issues that exist in
the performance evaluation produced in-depth analysis. The fourth chapter is
Nanchang branch performance management system could be improved, the
establishment of performance evaluation system measures the smooth implementation.
The fifth chapter of Nanchang branch performance management system
implementation and evaluation.Nanchang branch by using the Balanced Scorecard
performance management system to assess the following conclusions:
1, a clear development strategy Nanchang branch. By building and
implementation of the Balanced Scorecard performance management system, the need
for relevant strategies to match, hence the need for Nanchang Branch senior
management, branches and employees of various departments of the work around this
mission and strategy for the center to carry out. While the management of the
implementation process, the strategic goals down to every level of Nanchang branch,
and finally makes branches, departments and employees to agree with each other's
goals.
2, to strengthen the management of the branch employees. The new performance
management system is running well, we must follow the requirements of the entire
Nanchang branch level top-down, bottom-up, and down through, which requires all
employees to work together Nanchang Branch. Balanced Scorecard implementation
requires strengthening the branch departments, staff management, all data related to the
Balanced Scorecard solutions collect, aggregate and analyze, so that the required
information is accurate, timely and correct.
3, efficient incentive system. By successfully introducing the Balanced Scorecard
tool to evaluate indicators of decomposition to the various departments and branches of
each employee, establish a set of powerful branch strategic incentive system, this can
very well enhance employee motivation.
4, clear responsibilities. By constructing a new performance management system,
capable of clear functional positioning between branches and departments really do
their job, it is possible to effectively support and help branches achieve its strategic
objectives.
Keywords: Performance Management Balanced Scorecard Nanchang Branch of
China Minsheng Bank strategy1. 绪论1. 绪论
1.1 研究背景及其意义
随着全球经济一体化进程加快，以及我国金融体制改革全面深入，传统金融
行业的竞争变得愈加激烈，各家商业银行（包括四大国有银行、股份制银行、城
市和农商行、信用社等）都面临着巨大的压力和挑战。当前，由于长期在国家相
关金融政策的保护下，我国的商业银行在面对外资银行在国内市场所开展的业务
并没有做好很好的准备，导致一部分高端客户流失，相关的国际结算业务、信用
担保、同业拆借等中间业务大量流失。因此，在当前全球经济一体化以及信息技
术迅猛发展的大环境下，中资银行对内首先改变经营策略，提升自身经营管理水
平，对外开发出创新型金融产品，努力提高服务质量，全面提高自身竞争力，才
能在激烈的金正环境中找到立足之地

在现代企业经营管理中，大部分企业都是使用绩效管理来对人力资源管理进
行操作管理，使企业处于一个稳定状态，从而使企业完成预期的经营目标。通过
绩效管理可以对企业组织结构进一步完善，为完成企业长远的战略铺平道路。但
是传统绩效管理方法存在一定的弊端，这些弊端并不能反映出非财务指标对企业
长远的战略目标所产生的作用，也忽略了一诸如经营环境、政府金融政策、全球
经济形势等因素对企业经营业绩的影响。而一部分非财务指标因素恰恰对企业经
营起到至关重要的作用，这些因素的缺失很容易导致绩效管理的效果大打折扣

而平衡计分卡正好可以弥补这些问题，通过 BSC 法综合分析财务指标和非财务指
标，通过构建出相应的判断矩阵，设置出企业组织中相关和各个部门的权重，并
确定出重要指标，为绩效管理的改善提供帮助。
。。。。。。以下略，简介无排版格式，详细内容请下载查看