摘要 经济全球化的大背景下，越来越多的外国企业开始进军中国市场，对国内金融 行业在内的各个行业产生冲击和压力。各商业银行如果要在激烈的竞争中寻求立足 之地，就要把本身优势进行提升，进一步优化绩效考核，建立更加完善的绩效考核 体系，提高银行的经济效率、管理水平、吸引人才。 本文以中国农业银行 ZC 支行营业网点为研究对象，采用理论分析和实证分析相 结合的方法，对 ZC 支行营业网点当前绩效考核的现状进行全面分析，在此基础上总 结出当前 ZC 支行营业网点绩效考核存在的问题，ZC 支行营业网点绩效考核与经营 管理发展现状不相适应。对当前 ZC 支行营业网点绩效考核发现问题的原因进行了归 纳，绩效考核缺乏长远规划、考核过程中沟通不畅，绩效考核没有更好的结合自身 实际情况，考核指标设定不够科学，考核方式不够合理等。针对这些问题，利用平 衡计分卡的原理，围绕 ZC 支行营业网点的战略发展目标，优化了中国农业银行 ZC 支行营业网点绩效考核方案、流程及实施保障措施。从财务指标、客户指标、内部 流程指标、学习与成长指标对支行营业网点的绩效开展综合考评，并从绩效考核指 标、评价、运用、实施、落实等方面做了深入研究。希望可以发现当前银行网点在 运营中存在的影响银行经营效率的问题，并通过分析这些问题找出解决的对策，不 断改进银行服务的方式和营销策略，提高银行网点经营效率，促进银行网点的健康 发展。 关键词 农业银行 ZC 支行；营业网点；绩效考核；平衡计分卡 1河北科技大学硕士学位论文 Abstract Under the economical globalization, more and more foreign enterprises have begun to enter the Chinese market, which has brought in a lot of impact and pressure on various industries including domestic financial industry. Facing this fierce competition,if commercial banks want to find a foothold, they should upgrade their own advantages,and make their own performance appraisal further optimized to establish a more perfect performance appraisal system, thus the banks could improve their economic efficiency and management level, and attract talents. This Paper takes the business outlets of agricultural bank of China ZC branch as the research object, makes a comprehensive analysis of the current performance appraisal situation of the business outlets of ZC branch by combining theoretical analysis with empirical analysis. On this basis, it pointes out the current existing problem in the performance appraisal of business outlets of ZC branch is that the performance appraisal does not match the current management development situation. At the same time,it concludes the main reasons for the existing problem in the performance appraisal of business outlets of ZC branch: the lack of long-term planning, poor communication in the process of performance appraisal, the fail of a better combination with its actual conditions, the unscientific setting of evaluation indicators, and the irrational way of evaluation. To solve these problems, this paper optimizes the performance appraisal scheme, process and the implementation safeguard measures of the business outlets of Agricultural Bank of China ZC branch, based on the principle of Balanced Scorecard and the strategic development goal of ZC branch business outlets. This paper also carries out a comprehensive evaluation on the performance of ZC branch outlets from financial indicators, customer indicators, internal process indicators, learning and growth indicators, makes in-depth discussion on performance appraisal indicators, evaluation, application, execution and implementation etc. It is expected to solve the problem of low operating efficiency of the outlets, strengthen its service level and function of front-line Battle Fortress in service and marketing, and enhance the core competitiveness of retail Banks. Key words: Agricultural bank of China ZC branch ; business outlets ;performance appraisal; Balanced scorecard 2目 录 目 录 摘要............................................................................................................................I Abstract.........................................................................................................................II 目 录.........................................................................................................................III 第 1 章 绪 论...........................................................................................................5 1.1 选题背景及意义.................................................................................................. 5 1.1.1 选题背景.............................................................................................................. 5 1.1.2 选题意义.............................................................................................................. 5 1.2 国内外研究现状.................................................................................................. 6 1.2.1 国外研究........................................................................................................... 6 1.2.2 国内研究现状................................................................................................... 7 1.2.3 相关文献评述................................................................................................... 8 1.3 研究内容.............................................................................................................. 8 1.4 研究方法.............................................................................................................. 8 第 2 章 绩效考核相关理论.....................................................................................11 2.1 绩效考核的相关概述........................................................................................ 11 2.1.1 绩效考核的概念............................................................................................. 11 2.1.2 绩效考核的内容............................................................................................. 11 2.2 常用绩效考核方法............................................................................................ 12 2.2.1 关键绩效指标法............................................................................................. 12 2.2.2 360 度考核法.................................................................................................. 12 2.2.3 目标管理法..................................................................................................... 12 2.3 本章小结............................................................................................................ 15 第 3 章 农业银行 ZC 支行营业网点绩效考核现状分析......................................17 3.1 农业银行 ZC 支行概况.....................................................................................17 3.1.1 ZC 支行员工结构...........................................................................................18 3.1.2 ZC 支行员工培养机制...................................................................................21 3.1.3 ZC 支行业务经营情况...................................................................................21 3.2 农业银行 ZC 支行网点绩效考核现状...............................................................23 3.2.1 农业银行 ZC 支行现有绩效考核指标及权重..............................................24 3.2.2 农业银行 ZC 支行营业网点各岗位职责......................................................26 3.2.3 农业银行 ZC 支行营业网点绩效考核现行办法..........................................28 3.3 农业银行 ZC 支行绩效考核体系存在的问题.................................................28 3河北科技大学硕士学位论文 3.4 农业银行 ZC 支行绩效考核体系存在的问题.................................................30 3.5 本章小结............................................................................................................ 31 第 4 章 基于平衡计分卡的农业银行 ZC 支行绩效考核优化设计......................33 4.1 绩效考核优化设计原则及思路........................................................................ 33 4.1.1 设计原则......................................................................................................... 33 4.1.2 设计思路......................................................................................................... 33 4.2 明确战略目标.................................................................................................... 34 4.3 构建战略地图.................................................................................................... 34 4.4 ZC 支行网点考核岗位确立及平衡计分卡各维度指标的选取......................34 4.5 营业网点考核指标权重设置............................................................................ 35 4.5.1 具体操作过程................................................................................................. 35 4.5.2 考核指标权重的设置..................................................................................... 38 4.6 网点其他岗位权重设置.................................................................................... 44 4.7 本章小结............................................................................................................ 49 第 5 章 考核方案的实施保障.................................................................................51 5.1 组织保障............................................................................................................ 51 5.2 培训保障............................................................................................................ 51 5.3 制度保障　　.................................................................................................... 52 5.4 人员保障............................................................................................................ 52 5.5 反馈机制保障.................................................................................................... 52 5.6 本章小结............................................................................................................ 53 结 论.........................................................................................................................55