I 摘要 金融改革不断深化和新型金融业态的兴起，使得我国银行业之间的竞争日益加剧。 商业银行要想在市场中占有一定优势，就必须挖掘自身具备 的核心竞争力。绩效考核逐 渐成为银行实现战略目标,建立银行核心竞争力的有力手段。因此，对绩效考核进行研究， 能够推动组织战略目标的实现，改善员工与管理者之间的关 系，激发员工工作热情。同 时，通过对银行绩效考核方案及实施策略的优化，可以帮助员工明晰组织的战略目标， 平衡财务指标与非财务指标比重，加强员工对组织的信任和忠 诚度。 G 银行邯郸分行是本文的研究对象。通过对分行现有绩效指标和问卷调查的分析， 明确了 G 行邯郸分行绩效考核存在的问题，主要表现为绩效管理考核指标设置不合理， 管理机制不完善，结果运用不充分。在对 G 银行邯郸分行绩效考核体系的优化设计上， 平衡计分卡为衡量 G 银行绩效提供了重要途径，根据层次分析法，测算出 BSC 的四个 维 度及各维度具体指标权重，构建了 G 银行邯郸分行的绩效考核体系，选取 HP 支行为 例进行测算应用和比对分析。同时针对绩效管理的体系其他问题提出了明确战略目标导 向、 完善绩效管理体制、促进上下级沟通的保障方案和建议。本文优化提出相关建议， 希望提出的改进方案和建议能够提升 G 银行邯郸分行的绩效管理水平。 关键词：商业银行；绩 效考核；优化研究Abstract II Abstract With the deepening of financial reform and the emergence of new financial forms, the competition among commercial banks in our country is increasingly intensified. The commercial banks must find the core competitiveness if they want to have a certain advantage in the market. As the performance evaluation to be an important management model of banks, it has gradually become a powerful mean for banks to achieve strategic objectives and establish their core competitiveness. Therefore, the research on performance evaluation can promote the realization of the strategic objectives of the organization, improve the relationship between employees and managers, and stimulate the enthusiasm of employees. Through the optimization of bank performance evaluation scheme and implementation strategy, it can help employees clarify the strategic objectives of the organization, balance the proportion of financial and non-financial indicators, and also can strengthen their trust and loyalty to the organization. Handan Branch of G Bank is the object of this paper. By adopting the methods of investigation and analytic hierarchy process, we finded out the cause and solved the problems. The problems are that and the assessment indicators are not reasonable, the management mechanism is not perfect, the results are not fully used. BSC provides an important way for commercial banks to measure performance. According to the AHP , calculated the weights of selected performance indicators for finance, customers, internal business processes and learning and growth in the optimization performance evaluation system of Handan Branch of G Bank. Taking of sub branch as an example, this paper carried out the calculation and application. Aiming at the other existing problems in performance management, the paper puts forward the improvement plan and suggestions for the performance management system, such as clarify the strategic objectives, improve the performance management system, and promote the communications between superiors and subordinates and so on. This paper puts forward the related suggestions, hoping that the improvement plan and suggestions can improve the performance management level of Handan Branch of G Bank. Keywords: commercial Bank; performance evaluation; optimization research目录 III 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.....................................................................................................2 1.2 研究现 状...............................................................................................................3 1.2.1 国外研究现 状.............................................................................................3 1.2.2 国内研究现 状.............................................................................................4 1.2.3 文献评 述.....................................................................................................5 1.3 研究目 的...............................................................................................................5 1.4 研究方法及内 容...................................................................................................6 1.4.1 研究方 法.....................................................................................................6 1.4.2 研究内 容.....................................................................................................6 第 2 章 绩效考核相关理论及方 法...................................................................................8 2.1 绩效考核相关理 论...............................................................................................8 2.1.1 绩效概 念.....................................................................................................8 2.1.2 绩效管理概述及其流 程.............................................................................8 2.1.3 绩效考 核...................................................................................................10 2.1.4 商业银行绩效考 核...................................................................................11 2.2 绩效考核方 法.....................................................................................................13 2.2.1 目标管理法 （MBO）..............................................................................13 2.2.2 关键绩效指标 （KPI）............................................................................14 2.3 平衡计分卡（BSC）相关理论概 述.................................................................15 2.3.1 平衡计分卡的概 念...................................................................................15 2.3.2 平衡计分卡的内 容...................................................................................16河北工程大学硕士学位论文 IV 2.3.3 平衡计分卡的特 点...................................................................................17 2.3.4 平衡计分卡的实施流 程...........................................................................17 2.3.5 平衡计分卡的优劣 势...............................................................................17 2.4 绩效考核方法在商业银行的应 用.....................................................................18 2.5 本章小 结.............................................................................................................18 第 3 章 G 银行邯郸分行绩效现状及问题分 析.............................................................19 3.1 G 银行邯郸分行基本情 况..................................................................................19 3.1.1 G 银行邯郸分行简 介................................................................................19 3.1.2 G 银行邯郸分行组织结 构........................................................................19 3.1.3 G 银行邯郸分行经营分 析........................................................................20 3.1.4 G 银行邯郸分行人员状况分 析................................................................21 3.2 G 银行邯郸分行绩效管理考核现 状..................................................................21 3.2.1 职能部门绩效考 核...................................................................................22 3.2.2 支行网点年度考 核...................................................................................25 3.3 问卷调查的分 析.................................................................................................26 3.3.1 问卷调查的说 明.......................................................................................26 3.3.2 样本分 析...................................................................................................26 3.3.3 调查结果分 析...........................................................................................28 3.4 G 银行邯郸分行绩效管理存在的问 题..............................................................29 3.4.1 绩效考核指标不合理，目标导向不清晰...............................................30 3.4.2 缺乏及时绩效沟通和绩效反馈机制不完善...........................................31 3.4.3 绩效考核主观性强，结果应用不 足.......................................................31 3.4.4 缺少绩效管理体系培训，忽视员工成长与发展...................................32 3.5 G 银行邯 郸分行绩效管理优化的可行性..........................................................33 3.6 本章小 结.............................................................................................................33 第 4 章 基于平衡计分卡的 G 银行邯郸分行绩效 考核体系优化方案........................34 4.1 G 银行邯郸分行战略目标概述..........................................................................34 4.2 构 建 G 银行邯郸分行战略地图........................................................................35 4.3 构建 G 银行邯郸分行绩效考核体 系................................................................36 4.3.1 关键绩效指标（KPI）的选 取................................................................36 4.3.2 绩效考核指标权重的确 定.......................................................................38目录 V 4.3.3 平衡计分卡绩效指标值的计 算...............................................................42 4.4 G 银行邯郸分行绩效考核系统优化应 用..........................................................44 4.5 优化前后 HP 支行绩效考核等级分 析..............................................................45 4.6 本章小 结.............................................................................................................46 第 5 章 G 银行邯郸分行绩效考核实施的保障措 施.....................................................48 5.1 内部绩效沟通强化保 障..............................................................................48 5.2 绩效申诉和反馈机制保 障..........................................................................48 5.3 调整员工薪资结构，注重结果运 用..........................................................49 5.4 重视员工学习与成长，培养员工职业目标..............................................49 5.5 本章小结......................................................................................................50 结 论...................................................................................................................................51。。。。。。以下内容略