近年来，在金融经济形势愈发严峻以及金融监管政策的日益严格的大环境下， 在银行业发展进程中，人才的竞争日益加剧，科学高效的绩效考核方法逐渐演变为 提升银行核心竞争力的关键因素。商业银行的支行作为基层的银行机构，人才流失 的情况更为严重，高效科学的绩效考核制度对于支行留住人才，提升绩效管理水平 都具有重要作用，所以本研究以北京银行海淀支行为研究对象，对商业银行基层支 行的绩效考核制度进行研究。 首先，本文在对商业银行绩效考核理论综述基础上，采用发放问卷、实地调查 以及访谈的方式，深入了解北京银行海淀支行的绩效考核现状，分析在实施过程中 绩效考核暴露的问题，发现目前北京银行海淀支行绩效考核存在着绩效考核理念未 与时俱进、公平性缺失、考核目标定位偏差、考核指标权重分配不合理、绩效考核 设置不全面、管理上重结果，缺乏对过程的监督、缺乏绩效考核的充分有效沟通、 结果运用较差、岗位设计不合理，工作职责不明确等问题，并对问题产生的原因进 行阐述。 其次，本文为改善北京银行海淀支行绩效考核中存在的问题，提出了北京银行 海淀支行绩效考核优化建议，第一步是优化绩效考核理念，包括绩效考核优化的原 则、绩效考核过程中应该明确各个主体的职责、明确各岗位的工作内容这三个方面； 第二步是对绩效考核的方法进行优化，指出支行应该采用平衡计分卡的绩效考核方 法，并对此方法的可行性进行阐述；第三步对绩效考核优化方案进行设计，由于文 章篇幅有限，且整个支行岗位的绩效考核方案设计是一个庞大的内容，所以这部分 作者选取占支行总人数的 58%，且身为支行“窗口”的柜员岗位为例子，进行绩效 考核方案的设计；第四步是对绩效考核的流程进行优化。 最后，提出了北京银行海淀支行绩效考核实施应该要注意的问题，从多方面提 出了绩效考核实施的保障措施，包括做好绩效考核工作的组织保障、加强信息系统 建设、做好文化保障工作、积极关注优化方案实施的有效沟通这四方面。 关键词，员工绩效考核；平衡计分卡；北京银行；海淀支行新疆大学硕士研究生学位论文 II Abstract In recent years, under the increasingly severe financial and economic situation and the increasingly stringent financial regulatory policies, in the process of banking development, the competition for talents has become increasingly fierce, and scientific and efficient performance appraisal methods have gradually evolved into the key factors to enhance the core competitiveness of banks. As a grass-roots banking institution, the brain drain of commercial banks is more serious. Efficient and scientific performance appraisal system plays an important role in retaining talents and improving performance management. Therefore, this study takes Haidian Branch of Beijing Bank as the research object to study the performance appraisal system of grass-roots branches of commercial banks. Firstly, on the basis of summarizing the theory of performance appraisal of commercial banks, this paper deeply understands the status quo of performance appraisal of Haidian Branch of Beijing Bank by means of questionnaire, field investigation and interview, and analyses the problems exposed in the process of implementation. It is found that there are some problems in the performance appraisal of Haidian Branch of Beijing Bank, such as the lack of the concept of performance appraisal keeping pace with the times and the lack of fairness. The problems include the deviation of assessment target orientation, unreasonable distribution of assessment index weight, incomplete performance appraisal setting, emphasis on management results, lack of supervision of the process, lack of sufficient and effective communication of performance appraisal, poor application of results, unreasonable post design, unclear job responsibilities, etc. The causes of the problems are also discussed. Secondly, in order to improve the problems existing in the performance appraisal of Haidian Branch of Beijing Bank, this paper puts forward some suggestions on the optimization of performance appraisal of Haidian Branch of Beijing Bank. The first step is to optimize the concept of performance appraisal, including the principle of performance appraisal optimization, the responsibility of each subject should be clearly新疆大学硕士研究生学位论文 III defined in the process of performance appraisal, and the work content of each post should be clarified. The second step is performance appraisal. The method is optimized, pointing out that the branch should adopt the performance appraisal method of balanced scorecard, and expounding the feasibility of this method; the third step is to design the optimization scheme of performance appraisal, because the article is limited, and the performance appraisal scheme design of the whole branch post is a huge content, so this part of the author selected 58% of the total number of branches, and as a branch. Take the window counter post as an example to design the performance appraisal scheme; the fourth step is to optimize the performance appraisal process. Finally, the paper puts forward the problems that should be paid attention to in the implementation of the performance appraisal of Haidian Branch of Beijing Bank, and puts forward the safeguard measures for the implementation of the performance appraisal from many aspects, including the organizational guarantee of the performance appraisal work, the strengthening of information system construction, the cultural guarantee work, and the active attention to the effective communication of the implementation of the optimization scheme. Key words: Staff Performance Appraisal; Balanced Scorecard；Beijing Bank; Haidian Branch;新疆大学硕士研究生学位论文 IV 目 录 摘要 .......................................................................................................................................................I Abstract.................................................................................................................................................. II 第一章 绪 论.........................................................................................................................................1 1.1 研究背景 ..................................................................................................................................... 1 1.2 国内外研究现状 ......................................................................................................................... 2 1.2.1 国外研究现状...................................................................................................................... 2 1.2.2 国内研究综述...................................................................................................................... 3 1.2.3 研究述评 ............................................................................................................................. 4 1.3 研究目的与意义 ......................................................................................................................... 5 1.3.1 研究目的 ............................................................................................................................. 5 1.3.2 研究意义 ............................................................................................................................. 5 1.4 研究内容及方法 ......................................................................................................................... 6 1.4.1 研究内容 ............................................................................................................................. 6 1.4.2 研究方法 ............................................................................................................................. 7 1.5 研究技术路线 .............................................................................................................................. 8 1.6 创新点 .......................................................................................................................................... 8 第二章 相关概念及研究方法.............................................................................................................10 2.1 相关概念 ................................................................................................................................... 10 2.1.1 绩效 .................................................................................................................................... 10 2.1.2 绩效管理 ............................................................................................................................ 10 2.1.3 绩效考核 ............................................................................................................................ 10 2.1.4 银行系统员工绩效考核..................................................................................................... 11 2.2 绩效考核方法 ........................................................................................................................... 11 2.2.1 360 度绩效评估法............................................................................................................. 11 2.2.2 关键绩效指标法(KPI)....................................................................................................... 12 2.2.3 平衡记分卡(BSC) ............................................................................................................. 13 2.2.4 目标管理法........................................................................................................................ 14 第三章 海淀支行员工绩效考核现状分析.........................................................................................15 3.1 海淀支行基本情况 .................................................................................................................... 15 3.1.1 海淀支行简介.................................................................................................................... 15新疆大学硕士研究生学位论文 V 3.1.2 海淀支行主营业务及财务状况分析................................................................................ 15 3.1.3 海淀支行组织架构与人员情况分析................................................................................ 17 3.2 海淀支行员工绩效考核内容及结果运用 ................................................................................ 19 3.2.1 海淀支行员工绩效考核主要内容.................................................................................... 19 3.2.2 绩效考核结果的运用........................................................................................................ 22 3.3 海淀支行员工绩效考核存在的问题分析 ............................................................................... 23 3.3.1 调研方式——问卷调查法................................................................................................ 23 3.3.2 海淀支行员工绩效考核存在的主要问题........................................................................ 26 3.3.3 海淀支行员工绩效管理存在问题的原因......................................................................... 28 第四章 北京银行海淀支行员工绩效考核优化建议.........................................................................30 4.1 绩效考核理念的优化 ............................................................................................................... 30 4.1.1 优化的原则........................................................................................................................ 30 4.1.2 明确绩效考核过程与职责................................................................................................ 30 4.1.3 明确岗位职责进行岗位分析............................................................................................ 31 4.2 海淀支行绩效考核方法的优化 ................................................................................................ 32 4.2.1 绩效考核方法的选择——平衡计分卡方法.................................................................... 32 4.2.2 海淀支行实施平衡计分卡评价制度的可行性................................................................. 34 4.3 绩效考核方案的优化设计 ........................................................................................................ 34 4.3.1 柜员岗指标选择................................................................................................................ 35 4.3.2 绩效考核指标权重设定.................................................................................................... 37 4.3.3 考核周期与考核主体......................................................................................................... 40 4.4 绩效考核反馈与申诉流程的优化 ........................................................................................... 41 第五章 北京银行海淀支行绩效考核优化方案的实施建议.............................................................42 5.1 实施时需注意的问题 ............................................................................................................... 42 5.1.1 严格执行绩效考核制度.................................................................................................... 42 5.1.2 注意对指标体系进行动态调整........................................................................................ 42 5.1.3 充分运用绩效考核结果.................................................................................................... 42 5.2 相关保障措施 ........................................................................................................................... 42 5.2.1 做好绩效考核工作的组织保障........................................................................................ 42 5.2.2 加强信息系统建设............................................................................................................ 43 5.2.3 做好文化保障工作............................................................................................................ 44 5.2.4 积极关注优化方案实施的有效沟通................................................................................ 44新疆大学硕士研究生学位论文 VI 第六章 研究结论与展望.....................................................................................................................46 6.1 主要研究结论 ............................................................................................................................ 46 6.2 展望 ............................................................................................................................................ 46