摘要
绩效考核的核心是在规范的管理制度和严谨的考核指标体系下，对各个部门、
岗位员工的工作行为和结果进行科学、有效、公正的评价，并且以评价结果为依
据，形成绩效工资，予以部门、员工激励，提高其工作积极性；同时，绩效考核
指标的设计也充分体现了部门、员工的工作指导与目标，建立起部门目标、个人
目标与组织目标相一致的绩效考核体系，也成为实现企业战略目标的重要手段

鉴于以此，本文在梳理分析了大量国内外绩效考核研究的基础。针对建行成
都第一支行发展历史和业务发展方向，剖析了个人贷款中心人员的岗位、年龄、
学历分布情况，以 2016 年 10 月考核数据为例，展示了现行的以两项业务指标和
考勤为考核指标管理体系，发现了存在四个问题：（1）过分注重短期利益，缺
乏长期战略导向；（2）各个部门间没有建立协同效应；（3）考核指标单一，维
度不够完善；（4）没有充分体现岗位间的工作重点和职责差异。这些缺陷导致
绩效考核不能够发挥员工和企业双赢的价值，甚至导致第一支行的不良贷款率上
升带来经营风险、员工工作满意度下降增加离职率等严重后果

再此基础上，本文结合平衡积分卡和目标管理法，构建了包含财务指标、客
户发展、内部流程、学习与成长四个维度的考核指标体系，并充分考虑了不同岗
位重点职责的差异，对个人贷款中心的四个岗位分别设置指标。最后，本文以
2016 年 10 月为例，使用改进后的考核体系进行员工绩效考核，比较了改进后考
核体系的优化之处

关键词：商业银行；绩效考核；平衡计分卡；考核指标体系II
Abstract
The core of performance appraisal in standardized management system and strict
appraisal index system, to various departments and staff&39;s work behavior and results
are scientific, effective and impartial evaluation, and on the basis of the evaluation
results, the formation of performance pay to departments, staff motivation, improve
their work enthusiasm; at the same time, design the performance evaluation indexes
also fully embodies the guidance and target department and staff, establish
departmental goals, personal goals and organizational goals consistent with the
performance appraisal system, has become the important means to achieve the
strategic goal of the enterprise.
In view of this, this paper combs and analyzes a large number of domestic and
international performance evaluation research basis. According to the construction of
the Chengdu branch of the first development history and business development,
analyzes the personal loan center position, age, degree distribution, in October 2016
the assessment data for example, shows the current to two business index and
attendance management system as the evaluation index, found four problems: (1)
excessive focus on short-term of interest, the lack of long-term strategic orientation;
(2) between each department did not establish a synergistic effect; (3) evaluation
index is single, the dimension is not perfect; (4) did not fully reflect the priorities and
responsibilities between. These defects lead to performance evaluation will not be
able to play a win-win situation between employees and enterprise value, and even
lead to the first branch of the non-performing loan rate rise in risk management,
employee job satisfaction decreased with increasing turnover rate and other serious
consequences.
Based on this, this paper combines the Balanced Scorecard and the target
management method, which contains financial indicators, customer development,III
internal processes, learning and growth in four dimensions of the evaluation index
system, and give full consideration to the differences of different positions of key
responsibilities, four jobs on personal loan center set index. Finally, this paper takes
the October 2016 as an example, uses the improved assessment system to conduct
employee performance appraisal, and compares the optimization of the improved
assessment system.
Key words: Commercial banks; performance appraisal; Balanced Scorecard;
assessment index systemIV
目 录
中文摘要 I
Abstract..II
目 录..IV
1 绪论....1
1.1 研究背景1
1.2 研究意义2
1.3 国内外研究综述2
1.3.1 国外研究综述 ...2
1.3.2 国内研究综述.......3
1.3.3 综述的评价...........5
1.4 研究内容与方法7
1.4.1 研究内容...7
1.4.2 研究方法...7
1.5 选题的创新之处...........7
1.6 论文技术路线图...........8
2 绩效相关理论基础....9
2.1 绩效的概念........9
2.2 影响员工绩效的因素....9
2.3 绩效考核对企业的作用..........10
2.4 绩效考核方法..10
2.4.1 360 度反馈评价..11
2.4.2 平衡计分卡........12
2.4.3 目标管理法........12
2.4.4 关键绩效指标（KPI）.. 13
2.5 其他相关理论..14
2.5.1 公平理论14
2.5.2 激励理论15V
3 建行成都第一支行个人贷款中心绩效考核现状分析......17
3.1 基本概况........17
3.1.1 中国建设银行股份有限公司简介.........17
3.1.2 建行成都第一支行概况.17
3.1.3 建行成都第一支行个人贷款中心概况.18
3.2 绩效考核现状20
3.2.1 绩效考核基本情况.........20
3.2.2 现行考核指标及评价方式.........20
3.2.3 现行考核方案考核结果.21
3.3 现行绩效考核存在的问题....24
3.3.1 过分关注短期利益，缺乏长期战略导向........24
3.3.2 没有建立不同部门业务协同效应.........24
3.3.3 考核指标维度单一.........25
3.3.4 未体现不同岗位工作重点与职责差异.25
4 建行成都第一支行个人贷款中心绩效考核方案再设计..27
4.1 绩效考核方案再设计的目标...........27
4.2 绩效考核方案再设计的原则.
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