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工商管理硕士学位论文
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摘要
近年来，湖南省经济快速发展，汇丰银行（中国）有限公司长沙分行（简称
汇丰银行长沙分行）作为一种全新的金融业态，由湖南省政府于2008年作为省内
第一家外资银行引入湖南金融市场。汇丰银行长沙分行规模不大，人数基本在几
十人以内，如此小规模的省级分支机构要与其他国内银行竞争，除了自身特色金
融产品和服务外，最为主要的是依靠人力资源效应的充分发挥。汇丰银行长沙分
行对员工绩效的管理有着明显的特色，同时又存在不足与需要改进之处。因此，
如何改进绩效管理，采用科学的方法有效激发员工的积极性和创造性，具有十分
重要的意义。本文将在最后对改进后的绩效管理体系实施效果进行预测

本文结合绩效管理在国内外商业银行应用中的相关研究，基于平衡计分卡评
价体系和关键业绩指标考核方法，分析了汇丰银行长沙分行的员工绩效管理现状，
认为其绩效管理面临的问题主要在于战略绩效目标较为缺乏，不同岗位考评指标
选取及指标权重分配有待改进，绩效管理反馈和绩效辅导环节出现缺失，考评结
果应用不到位。汇丰银行长沙分行为实现对不同岗位员工的科学性、个性化考评，
需根据员工工作的业务性质不同，构建分层次分类别的绩效考评指标体系。此外，
汇丰银行长沙分行员工绩效管理体系改进方案的实施还需考虑到员工认识度不
强，执行过程中出现偏差，监管要求和外部环境的影响等问题。因此，配套措施
的落实，员工理念的强化和其他辅助保障措施显得非常重要

本研究将弥补现阶段汇丰银行长沙分行绩效管理体系不足，可望有效调动员
工积极性，促使分行业绩提升，以及形成良好的企业文化氛围等。同时，本成果
对于其他同等规模的外资银行而言，在构建分行分类指标体系及员工个性化绩效
管理方面可提供有益借鉴

关键词：汇丰银行长沙分行；绩效管理；平衡计分卡；绩效考评
汇丰银行长沙分行员工绩效管理体系改进研究
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Abstract
HSBC Changsha Branch had been introduced into Hunan financial market in
2008 as a new bank style， because of the development of “export-orientied economy”
in recent years in Hunan Province.The business scope of HSBC Changsha Branch is
small， and staff number just maintained only 30 persons.The foreign bank’s branch
intend to join in the competition with internal Chinese banks based on the limited
scope and human resource ，the important factor is making the most advantage of
human resource，excepting their specialize financial products and services. There
have obvious advantages in Staff Performance management as to the branch of HSBC;
meanwhile， there also have some limitations and weak points in localization which
need to be improved. Therefore，it has realistic significance to develop reasonable
performance appraisal system for them based on scientific methods of management so
as to help motivate Branch staff to maintain positive and innovative. The last part of
this thesis contains prediction for implementary effect of the improved performance
management system.
Guided by the theory of performance management of key performance indicators
and balanced scorecard performance management， the thesis analyzes the status of
performance management in HSBC Changsha Branch according to the results of
performance management at home and abroad.We found that problems of branch
staff’s performance management including: no performance targets for the strategic
direction，the unreasonable performance evaluation index and weighted value， no
performance management feedback mechanism and performance counseling，short of
efficiently usage for performance evaluation results. Given the specialized labor
division based on the performance of the branch staff， only when we build a
hierarchical classification of the branch staff performance management system can we
conduct the personalized evaluation of staff personnel in order to exploit the
effectiveness of performance management to maximum，and improve their job
performance. The following questions also should be given attention to when
implementing the branch staff performance management program: the value
recognition from staff is not strong，there some deviation when implementation， the
regulator’s requirements and the influence from external environment.Because of
above， offer measures to support the new program’s implementation is so important，
工商管理硕士学位论文
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such as the implementation of coordinated sets of measures; emphasize on staff’s
conception and others.
This research will make up the shortage of the existing performance
management system， it also can be expected to provide some achievements on staff
enthusiasm motivation，branch performance improvement，and good corporate culture
establishment. Meanwhile, for other foreign bank’s branch which have the same scale
compared with HSBC Changsha Branch，it will provide the reference on building up
the hierarchical classification of branch staff performance management system and
staff individuation performance management.
Keywords: HSBC Changsha Branch; Performance Management; Performance
Evaluation; Balance Scorecards