I 摘要 交通银行 A 支行为交通银行在陕成立最早的四家支行之一，地处市中心，区位条件 较好，周边业态较为丰富。早期支行客户多为交通运输业客户，适时国家大力支持该行 业发展，借力政策东风，支行业绩完成较好。但近年来，随着政策红利的消失和周边优 质企业的匮乏，支行对公业务排名靠后，支行只有战略转型才能生存。 银行业引入绩效考核方式较早，总行层面的绩效考核已经是平衡计分卡模式，但支 行由于缺乏相关人才和理论知识，考核仍然仅关注财务指标，绩效考核体系无法对接支 行战略，造成了营销人员个人业绩较好，但支行发展却愈发困难的“行退人进”现象。 因此，重新设计一套基于支行发展战略，能适用于支行的绩效考核体系十分具有现实意 义。 本文首先梳理总结了国内外关于绩效考核的主流理论，分析了三大主流理论的优缺 点。同时结合有关理论审视了 A 支行现有对公业务员绩效考核体系，提出了支行考核体 系不完整，注重短期效益等局限性。针对发现的问题，引入了平衡计分卡来进行对应的 改进优化，设计建立了基于四个维度的全新绩效考核方案，用层次分析法这一科学的方 法进行指标权重的确认。最后，论文提出了保证新型绩效考核体系高效运行的保障措施。 最终完整的 A 支行提供了从设计、运行到数据应用的全流程解决方案，此方案将会扭转 A 支行“行退人进”的现象，帮助 A 支行完成对公业务发展的战略转型。 关键词，银行对公业务， 绩效考核， 平衡计分卡西北大学硕士学位论文 II ABSTRACT A branch of bank of Communications is one of the four early branches which were founded in Shaanxi Province. It is located in the city centre with variable commercial formats. Transportation enterprises were major clients during the early years. At that time, there were several state policies to support development of transportation industry; as a result, performance of A branch was relatively strong. Nevertheless, A branch’s performance falls behind lately due to both vanishing of policy benefits and lacking of high quality clients. For its constant development, only strategic transformation can bring possibility. Performance appraisal system is introduced to banking industry for several decades, in the head office of Bank of Communications, the Balanced Scorecard Model is already applied in daily performance assessment method. Because of lacking relevant talents and theoretical knowledge, and only focusing on financial Index, Performance appraisal system cannot match with Strategic planning. The followed consequence is great individual performance comparing with predicament of A branch as a whole. Therefore, redesigning of performance appraisal system which is based on development strategy and suitable for particularities of A branch will be significant meaningful. This thesis firstly gives a conclusion of worldwide mainstream theories about Performance appraisal system and an analysis of advantages and weaknesses of three main theories. Then it discusses the imperfection and limitation on chasing short term benefits of A branch’ Performance appraisal system by surveying it with relative academic views. It introduces BSC to build a new system based on 4 dimensions and AHP is applied to confirm index weight. It also proposes supporting measures to guarantee high efficient functioning of new Performance appraisal system. Eventually, it offers a complete solution from designing, operating to data applying which, I believe, will give a vital guidance on strategic transformation of A branch. Keywords: Bank of Public Business ，performance management, BSC目 录 III 目 录 摘要...........................................................................................................................................I ABSTRACT .............................................................................................................................. II 目 录........................................................................................................................................III 第一章 导论..............................................................................................................................1 1.1 选题背景及意义............................................................................................................1 1.2 研究思路和方法............................................................................................................2 1.2.1 研究思路 ...........................................................................................................2 1.2.2 研究方法 ...........................................................................................................2 1.3 论文框架结构................................................................................................................2 1.4 论文的主要贡献............................................................................................................4 第二章 相关理论与文献概述..................................................................................................5 2.1 绩效考核基本理论........................................................................................................5 2.1.1 绩效考核的含义与构建步骤 ...........................................................................5 2.1.2 绩效考核的基本原则 .......................................................................................5 2.1.3 绩效考核的形式 ...............................................................................................5 2.2 绩效考核相关研究文献综述........................................................................................6 2.2.1 关键绩效考核指标法 .......................................................................................7 2.2.2 PP 业绩三棱柱 ..................................................................................................8 2.2.3 平衡计分卡 .......................................................................................................9 第三章 交通银行 A 支行对公业务员绩效考核的现状及问题分析...................................11 3.1 交通银行 A 支行基本情况........................................................................................ 11 3.2 上级行对交通银行 A 支行公司业务绩效考核......................................................... 11 3.2.1 上级行对 A 支行的考核办法......................................................................... 11 3.2.2 A 支行对公业务员的绩效考核方案...........................................................14 3.3 A 支行现行对公业务员绩效考核办法中存在的问题...........................................15 3.3.1 考核体系不够完善 ........................................................................................15 3.3.2 指标设置过于注重短期效益 ........................................................................16 3.3.3 任务量的设置缺乏依据 ................................................................................17 3.3.4 缺乏必要的结果反馈及应用 .........................................................................17西北大学硕士学位论文 IV 第四章 交通银行 A 支行对公业务员绩效考核的改进方案设计....................................... 19 4.1 绩效考核的主要目标 ................................................................................................ 19 4.2 绩效考核设计原则与思路 ........................................................................................ 20 4.2.1 绩效考核的设计原则..................................................................................... 19 4.2.2 绩效考核的设计思路..................................................................................... 20 4.3 绩效考核方案的具体内容 ......................................................................................... 20 4.3.1 支行战略目标分析......................................................................................... 20 4.3.2 获取重点指标................................................................................................. 21 4.3.3 各项指标的确定和解释................................................................................. 24 4.4 运用层次分析法确定权重 ......................................................................................... 31 4.4.1 权重计算过程................................................................................................. 31 4.4.2 权重计算结果................................................................................................. 32 第五章 交通银行 A 支行对公业务员绩效考核的保障措施............................................. 33 5.1 思想保障 .................................................................................................................... 33 5.1.1 思想工作的作用............................................................................................. 33 5.1.2 配套措施......................................................................................................... 34 5.2 组织保障 ..................................................................................................................... 35 5.2.1 设立绩效考核小组......................................................................................... 35 5.2.2 加强管理能力培养......................................................................................... 35 5.2.3 保障全员参与................................................................................................. 35 5.3 制度保障 ..................................................................................................................... 36 5.3.1 严肃考评纪律................................................................................................. 36 5.3.2 将培训纳入行内重点工作............................................................................. 36 5.3.3 考核周期科学合理......................................................................................... 36 5.3.4 建立反馈通道................................................................................................. 36 5.3.5 应用考核结果................................................................................................. 37 第六章 结论与展望................................................................................................................ 39