在资本市场和行业协会快速发展的背景下,地方证券业协会日益成为地区证券行业

自律管理的主要力量。而现有关于行业协会的研究文献,多以研究行业协会的法律问题、

发展问题和内部管理等问题居多,从自身绩效管理的角度对行业协会进行评价体系研究

的文献较为鲜见,尤其是证券行业协会,较少人从人力资源管理的角度研究协会内部不

同层级、不同岗位的绩效考核。

本文从Z协会的战略目标出发,描绘了 Z协会的战略地图,并通过绩效三棱柱和平

衡计分卡将战略地图转化为组织、团队、岗位的绩效考核指标体系。本文区分了包括管

理层、部门团队在内的团队绩效与作为团队成员的个人岗位绩效,以期通过绩效考核更

好地传递实现协会战略的责任。综合绩效考核结果不仅仅与员工个人利益挂钩,还应用

于战略分析、改善工作流程和工作计划等。在指标体系权重的确定方面,本文主要使用

了层次分析法。本文研究认为,基于战略管理的绩效考核体系应成为地方协会开展绩效

考核的主导体系,而协会的主导考核体系应围绕协会自身的战略发展,考核结果的应用

是体现考核工作效果的关键。

关键词:Z协会,绩效考核,平衡计分卡,层次分析法

Abstract

In the context of rapid development of the capital market and industry associations, local

securities association is becoming a major force in self-discipline of the securities industry

increasingly. However, most of the existing research on industry associations is focused on

legal, development and internal management issues while research on industry associations'

evaluation systems which is based on their own performance management is relatively

uncommon, especially in the securities industry associations. Few people researched into

performance appraisal at different levels and different positions within an association from the

perspective of human resource management.

According to Association Z’s strategic objectives 1 depicted its strategic map and

transformed it into organization-team-position performance appraisal index system by the

performance prism and balanced scorecard. This paper distinguished the team performance

which is from management and departmental teams and personal performance which is just

from a team member, in order to prove that the performance appraisal can help associations

achieve strategic responsibilities better. Comprehensive performance evaluation results not

only link with the interests of individual employees, but also can apply to strategic analysis

and improvement in workflow and work plans. I mainly used the analytic hierarchy process to

determine the weights of index system. This study suggests that performance appraisal system

based on strategic management should be the local associations' dominated performance

evaluation system while association's leading appraisal system should focus on their own

strategic development. The application of assessment results is the key to reflect the

assessment effect.

Keywords: Association of Z, Performance Appraisal, Balanced Scorecard,Analytic

Hierarchy Process