本文在对商业银行绩效考核理论综述基础上,以实地调查和访谈的方式,对东莞
D 支行的绩效考核实施情况进行了解,并结合东莞 D 支行绩效考核实施情况而分析其
绩效考核体系存在的问题,最后提出东莞 D 支行实施平衡计分卡进行绩效评价的必要
性和可行性分析。在该章分析基础上,为改善东莞 D 支行绩效考核体系存在的问题,
基于平衡计分卡理论,从平衡计分卡的财务指标、客户指标、内部流程指标、学习与
成长指标入手,为 XY 银行东莞 D 支行设计绩效评价体系,并对东莞 D 支行绩效评价
指标权重进行设计,最后再结合东莞 D 支行绩效考核评价体系设计结果,为该支行拟
成功实施平衡计分卡的要素及落实对策,并对该支行运用平衡计分卡考核体系做出适
当评价
关键词:XY 银行;东莞 D 支行;绩效考核;体系优化;平衡计分卡II
ABSTRACT
In the fierce competition in the market environment, especially after the completion of
China&39;s interest rate market in 2015, the interest rate market has been used to change the
bank interest rate decision mechanism and changes, this change is a huge challenge for the
joint-stock commercial banks. This is the greatest and most fundamental problem: to raise
deposit rates. Keep close lending rates between the banks are faced with more severe living
environment, while the joint-stock commercial banks to survive must change the past over
reliance on spread habits, make fundamental adjustment of policy. And the savings and loan
spreads narrowing, the banking industry become increasingly fierce competition between,
promote the development of commercial banks the intermediate business and strengthen the
comprehensive management and to the introduction of high-quality personnel. The
commercial banks can obtain long-term development in the fierce market environment, then.
Come in and actively expand the market, improve service quality, expand and maintain
customer relationship, to attract and retain qualified personnel, launched a series of actions
to optimize the performance appraisal system and so on. The branches of joint-stock
commercial banks under the continuous optimization of the performance appraisal system is
the important measure to attract and retain talent, but also the head office for business
development the situation, branch profitability, one of the important ways to understand the
management level.
Based on the commercial bank performance evaluation theory based on the field survey and
interviews, D in Dongguan branch of the implementation of performance appraisal
information, combined with the Dongguan branch of the implementation of D performance
evaluation and analysis of the performance appraisal system of the existing problems, finally
puts forward the necessity and feasibility analysis of the Dongguan branch of the
implementation of Balanced Scorecard D to evaluate the performance of the card. In this
chapter, on the basis of the analysis, to improve the existing Dongguan D branch
performance appraisal system problems, based on the theory of BSC, from the Balanced
Scorecard financial index, customer index, internal process index, index of learning and
growth, for the XY Bank Dongguan branch of the D design and performance evaluation
system. Dongguan D design branch performance evaluation index weights, finally combined
with the Dongguan D branch performance evaluation system design results, as the branch to
the successful implementation of the balance meter Sub card elements and the
implementation of countermeasures, and the branch of the use of Balanced ScorecardIII
assessment system to make appropriate evaluation.
Key Words:XY Bank Dongguan D branch;Performance appraisal;System design;Balanced
score cardIV
目 录
摘要.....I
ABSTRACT.........II
目 录.IV
1 绪论...1
1.1 选题背景和意义...1
1.1.1 选题背景...........1
1.1.2 选题意义...........2
1.2 研究内容、方法及框架...2
1.2.1 研究内容...........2
1.2.2 研究方法...........2
1.2.3 研究框架...........3
1.3 本文主要创新之处...........4
2 商业银行绩效考核相关理论概述...5
2.1 商业银行绩效考核理论综述.......5
2.2 商业银行主要的绩效考核方法综述.......5
2.2.1 关键绩效指标法...........5
2.2.2 360 度考核法....6
2.2.3 平衡计分卡考核法.......6
3 XY 银行东莞 D 支行绩效考核现状分析......7
3.1 XY 银行东莞 D 支行概况与经营现状分析..........7
3.1.1 XY 银行东莞 D 支行概况..........7
3.1.2 XY 银行总行组织架构..8
3.1.3 XY 银行东莞 D 支行组织架构..9
3.2 XY 银行东莞 D 支行绩效考核体系的现状和问题....