本文阐述了绩效管理的国内外研究现状，明确了绩效管理的具体内涵和意
义，通过对传统型绩效管理工具进行分析研究，找出了这些绩效考核方法存在的
缺陷。本文以建设银行松原分行为研究对象，主要采用调查问卷法对建设银行松
原分行的绩效管理现状进行了深入分析和研究，找出其绩效管理存在的问题以及
原因。引入了平衡计分卡的理论，在对其基本内容框架和核心思想进行详细阐述
之后，结合建设银行松原分行的自身实际情况和战略目标，从平衡计分卡的财务、
客户、内部业务流程和学习与成长四个维度出发，采用问卷调查法选取关键绩效
考核指标并赋予相应权重，为建设银行松原分行设计了一套平衡计分卡的绩效管
理体系，并在论文最后阐述了平衡计分卡在具体应用时需要注意的事项和有效实
施的保障措施
本文的主要贡献是提出基于平衡计分卡的商业银行绩效管理模式,结合建设
银行松原分行实际情况和战略目标为其建立了一套科学且行之有效的绩效管理
体系，为其他商业银行建立符合自身发展的绩效管理体系,具有一定的现实借鉴
意义
关键词：平衡计分卡；商业银行；绩效管理II
Abstract
Accompanied with the process of economic globalization, accelerating economic
development in our country, the development of the financial markets have a more
broad prospects, have gradually and international financial markets. At the same time,
commercial Banks are also facing unprecedented severe test, not only faced with the
problem of local Banks to compete, but also to meet and respond to the challenge of
foreign Banks, in the face of the new situation, the traditional commercial bank
performance management system obviously can&39;t adapt to the trend of its
development. Traditional performance management mainly USES financial indicators
as a standard to measure its own performance, neglect non-financial indicators in bank
can play an important role in the future development strategy, therefore, commercial
Banks urgently need to establish a scientific and effective performance management
system. The balanced scorecard as a new tool of performance management and
evaluation, in the aspect of corporate strategy development and guidance has a
prominent role, through the financial, customer, internal process, learning and growth
four dimensions to determine the overall organization&39;s strategic objectives and down
layer by layer, to each department and individual level indicator design, to a certain
extent, avoid the traditional main as measured by financial indicators of performance
management of limitations.
This paper expounds the research status of performance management at home
and abroad, has been clear about the specific connotation and meaning of performance
management, through the analysis of traditional performance management tool study,
find out the defects of the performance appraisal method. Based on the construction
bank matsubara branch as the research object, mainly by the method of questionnaire,
China construction bank matsubara branch performance management present situation
has carried on the thorough analysis and investigation, find out the problems in
performance management and the reason. The introduction of the balanced scorecard
theory, on the basic content framework and core idea in detail, combined with the
actual situation of construction bank matsubara branch and the strategic target, from
the balanced scorecard of financial, customer, internal business processes and learning
and growth four dimensions, using questionnaire method to select key performance
evaluation indicators and gives the corresponding weight, for the construction bank
matsubara branch to design a set of balanced scorecard performance management
system, and at the end of the article expounds the balanced scorecard in specificIII
applications need to be aware of matters and effective implementation of safeguards.
This article is based on the balanced scorecard model, the main contribution of
the index and index weight using the method of questionnaire design, so as to build
the performance management system of commercial Banks, to improve the traditional
performance management provides an effective method, and taking an example of
construction bank matsubara branch system in-depth research, closely combining
theory with practice, has a certain guiding significance.
Keywords: Balanced scorecard；Commercial banks；Performance managementIV
目 录
摘要..I
ABSTRACT...........II
第 1 章 绪 论.......1
1.1 研究背景及意义 ..........1
1.1.1 研究背景...........1
1.1.2 研究意义...........1
1.2 国内外研究现状 ..........2
1.2.1 国内研究现状.......2
1.2.2 国外研究现状.......3
1.3 研究内容和研究方法 ......6
1.3.1 研究内容...........6
1.3.2 研究方法...........6
1.4 本文的创新之处 ..........7
第 2 章 绩效管理概述.8
2.1 绩效及绩效管理 ..........8
2.1.1 绩效及绩效管理的概念...........8
2.1.2 绩效管理流程.......9
2.2 绩效管理工具 ...........11
2.2.1 传统型绩效管理工具11
2.2.2 平衡计分卡........13
第 3 章 建设银行松原分行绩效管理现状........16
3.1 建设银行松原分行简介 ...16
3.1.1 基本情况..........16
3.1.2 组织架构..........16
3.1.3 经营现状..........18
3.2 建设银行松原分行绩效管理现状 .......18
3.2.1 建设银行松原分行绩效管理现状分析..........18
3.2.2 建设银行松原分行绩效管理存在的问题分析....21
3.2.3 建设银行松原分行绩效管理存在问题的原因分析23
3.3 引入平衡计分卡的必要性与可行性 .....24
3.3.1 必要性分析........24
3.3.2 可行性分析........24
第 4 章 基于平衡计分卡的建设银行松原分行绩效管理体系的构建..........26
4.1 绩效管理体系构建的基本思路与基本原则 ...........26
4.1.1 基本思路..........26
4.1.2 基本原则..........26
4.2 建设银行松原分行战略目标与战略地图 .27
4.2.1 战略目标..........27V
4.2.2 战略地图..........27
4.3 建设银行松原分行平衡计分卡各维度指标设计 .......30
4.3.1 财务维度指标设计..30
4.3.2 客户维度指标设计..31
4.3.3 内部业务流程指标设计..........32
4.3.4 学习与成长指标设计33
4.4 建设银行松原分行绩效指标权重设计 ...35
4.4.1 指标权重的问卷调查及数据整理..35
4.4.2 指标权重的确定....35
4.5 构建建设银行松原分行以及各部门平衡计分卡 .......36
4.5.1 构建建设银行松原分行平衡计分卡36
4.5.2 构建建设银行松原分行各部门平衡计分卡......38
4.6 建设银行松原分行绩效考核反馈与结果应用 .........39
4.6.1 建设银行松原分行绩效考核反馈..39
4.6.2 建设银行松原分行绩效考核结果应用......
第 5 章 建设银行松原分行平衡
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