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各家商业银行面临竞争的同时也逐渐意识到战略规划及人才对于企业
竞争力提高的重要性。“所谓企业管理，最终就是人力资源管理，人力资源
管理就是管理的代名词。”企业竞争的本质就是企业管理软实力的较量，这
一切的核心在于人力资源管理顶层管理构架的设计，包括人力资源管理机
制及企业绩效与薪酬激励体系的竞争力的有效设计，企业是否拥有战斗力
的核心团队和核心人才关系着企业的成败兴衰，因此绩效考核在21世纪显
得愈发重要，合理公平的绩效考核体系能够帮助商业银行建立起优良的人
才队伍，以保证其战略目标的顺利完成，对在危机中生存的金融机构有着
重要的意义
GRCB 商业银行成立不足5年，前身为信用社，其体制、机制都与原
有的信用社相似，由于规模较小，科技力量不发达，不能满足国有大中型
企业的融资需求，因此定位于服务中小微企业和个人。但为保证3年整体
规模翻番，GRCB 商业银行降低客户准入门槛，加大对大型企业的营销力
度，整体绩效考核指标变化较大，在发展的同时也出现很多经营问题，很
大程度影响其发展。因此为更加突出绩效考核对于银行发展的重要意义，
本文选择 GRCB 商业银行 N 支行绩效考核进行研究，通过该支行所处环境、GRCB 商业银行 N 支行绩效考核问题研究经营发展目标、经营定位及现行绩效考核方案的详细介绍，并对绩效考核
运行一年后的各项指标进行深入分析，发现现行绩效考核方案产生的一系
列运营问题，有效体现绩效考核方案的不合理造成银行经营发展出现的各
种指标问题，较大程度影响银行的可持续发展
同时根据国内外绩效考核发展历史总结的经验，充分学习和研究绩效
考核基本内容和先进的绩效考核体系，结合 GRCB 商业银行 N 支行的实际
情况和市场环境、经营定位进行分析，最终选择平衡计分卡（BSC）绩效
考核法和部分360度考核法优化目前 GRCB 商业银行 N 支行绩效考核指标
体系，同时在该体系下调整和细化部分考核指标，有效适应 GRCB 商业银
行 N 支行的实际发展，让 N 支行能够在竞争激烈的金融环境中定位好自己
的发展方向，有条不紊的运营，以此解决目前绩效考核造成经营指标存在
的问题，为 GRCB 商业银行 N 支行的整体可持续发展提供有力支撑
关键词：绩效考核研究对策AbstractAbstract
Guizhou is not well developed in economy, but the initiative of China
Western Development introduced a lot of banks to Guizhou in recent 5 years,
which led to fierce competitions among financial organizations, especially in
Guiyang, the provincial capital. In order to facilitate the economic development of
Guizhou, the provincial government established many local financial organizations
such as Bank of Guiyang, Bank of Guizhou and Guiyang Rural Commercial Bank,
along with 88 large provincial cooperatives across Guizhou that guarantee 100%
of services. As the competitions between banks become increasingly fierce, the
financial system securitization and investment institutionalization let the staff of
local banks face greater pressures in competitions. On the other hand, enterprises
have been paying more attentions to the multi-channel financing made available by
security companies, insurance companies and financial investment companies,
hence bringing mounting pressures to financial organizations in the past two years.
The threats of competitions forced commercial banks to gradually understand how
important strategic planning and talents are to the enhancement of corporate
competitiveness.“In essence, corporate management is HR management, so HR
management represents all kinds of management”. The core of enterprise
competition is about the contest of corporate management’s soft power, so the
most important factor lies in the design of HR management’s top management
structure, including the HR management mechanism and the effective design of a
competitive system for corporate performance and compensation incentives. After
all, the capability of core teams and core talents is tightly connected with the
success of enterprises. Therefore, performance appraisal has become increasingly
important in the 21st Century, a reasonable and fair performance appraisal system
is definitely going to help commercial banks maintain an excellent team of talents,
so as to achieve all strategic goals and prop up financial organizations in crisis.
GRCB Banks set up less than 5 years, formerly known as credit cooperatives, itsGRCB’s N sub-branch performance appraisal studiessystem and mechanism is similar to the original credit cooperatives. Because it is
smaller, technology is not developed, so it cannot meet the financing needs of
state-owned large and major industry, it located in micro, small and medium
enterprises and individual service. But in order to ensure to make the bank twice
what it is today in three years, GRCB Banks reduces customer access standards,
increase the intensity of marketing of large enterprises, the overall performance
appraisal index change is bigger, also appeared a lot of problems, greatly effect
bank development. In this sense, the importance of performance appraisal to the
development of bank has been highlighted. This article takes the performance
appraisal of GRCB’s N sub-branch as the research object, it elaborates on the
sub-branch’s environment, business development goals, business positioning and
current performance appraisal system. An in-depth analysis is done for various
indicators one year after introducing the performance appraisal system, which
reveals a series of operation problems brought by the current performance
appraisal system: the unreasonable performance appraisal has given rise to the
indicator problems in the bank’s business development, hence severely influencing
the sustainable development of the bank.
Meanwhile, based on the past developments and experiences of both domestic
and foreign performance appraisal systems, this article thoroughly probes into the
fundamentals of performance appraisal and its advanced systems. Considering the
actual situations, market environment and business positioning of GRCB’s N
sub-branch, BSC (balanced score card) performance appraisal and part of
360-degree performance appraisal are adopted to optimize the current performance
appraisal indicator system of GRCB’s N sub-branch. In addition, some appraisal
indicators have been adjusted and detailed in such system to effectively fit the
actual development of GRCB’s N sub-branch, which is enabled to determine a
proper development orientation and adhere to systematic operations in a financial
environment with fierce competition. In this way, the problems in business
indicators brought by the current performance appraisal system can be effectively
solved to propel the sustainable development of GRCB’s N sub-branch.
Keywords: PerformanceAppraisal；Study；Countermeasure目录目录
1绪论.1
1.1研究背景和目的........2
1.2研究内容和方法........4
1.3论文结构........4
2绩效考核相关理论综述.......6
2.1国内外银行绩效考核研究综述........6
2.1.1国外银行绩效考核研究综述.....6
2.1.2国内银行绩效考核研究综述......7
2.2绩效考核的概念及原则........9
2.2.1绩效考核概念.....9
2.2.2绩效考核原则.....9
2.3绩效考核方法..........10
2.3.1平衡计分卡法（BSC）.11
2.3.2关键绩效指标法（KPI）...........
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