随着金融改革的进一步深化,对现代商业银行的发展提出了更高的要求, 尤其是近几年来金融业逐步对外幵放,越来越多的外资银行进入了国内,而国 内传统的商业银行在面对外资银行的竞争时,从多个方面都表现出一定的差距, 尤其是在管理方面,国内的商业银行仍没有找到一条适合自身发展的路径,导 致国内商业银行普遍存在战略定位不清晰,缺乏核心竞争力的现象。如何提高 商业银行的管理能力,构建一套科学的管理体系促进商业银行的持续发展,保 持良好的竞争能力是目前国内商业银行最为关心的话题,而绩效管理作为商业 银行经营管理体系中核心的部分,也同样得到了许多国内商业银行的重视,但 是目前国内商业银行在绩效管理运用方面还存在较多的问题。本文以《工商银 行云浮分行平衡计分卡绩效考核方案研究》为题,对工商银行云浮分行现有的 绩效考核方案进行了研究和分析,并结合云浮分行的战略目标和发展愿景指出 了云浮分行现行绩效考核方案存在的问题和弊端,针对性的设计了平衡计分卡 绩效考核方案和实施过程。 本文提到的平衡计分卡绩效考核体系有别于国内商业银行传统的绩效考核 体系,通常情况下传统的绩效管理体系是一种以实现财务目标的绩效考核,对 财务目标的考核仅仅只是整个商业银行绩效管理的一部分,一套科学的绩效管 理体系应该是以实现企业的战略目标为目的。本文通过对云浮分行平衡计分卡 的设计把云浮分行的战略目标放在了绩效管理过程中的首要位置,从各个层面 体现出云浮分行的战略目标,摆脱了传统单纯的以实现财务目标的绩效管理方 式,平衡计分卡将从财务维度、客户维度、内部流程维度、学习与成长维度对 云浮分行的各个层面进行综合绩效评价,及时反映出经营过程中存在的问题与 差距,并通过不断的反馈与优化,从而进一步提升云浮分行经营管理水平和竞 争力,最后实现战略目标。因此本文对于云浮分行的绩效管理体系改革和优化 具有较强的实际指导意义。 关键词:商业银行、绩效管理、平衡计分卡 I MBA学位报告作者:青超 工商银行云浮分行平衡计分卡绩效考核方案研究 ABSTRACT With the further deepening of financial reform, the development of modern commercial banks put forward higher requirements, especially in the financial sector in recent years gradually opening up,more and more foreign banks into the country, while the traditional domestic commercial banks when faced with competition from foreign banks,in many ways have shown some gaps,especially in the management of domestic commercial banks still have not found a path for their own development,leading to widespread domestic commercial banks strategic positioning is not clear, lack of core competitiveness of the phenomenon. How to improve the management capacity of commercial banks to build a scientific management system to promote the sustainable development of the commercial banks to maintain a good competitive domestic commercial banks is currently the subject of great concern,and performance management as a commercial bank management system in the central part,also get a lot of attention to domestic commercial banks , but the current domestic commercial banks still exist many problems in terms of the use of performance management. In this paper, Yunfu Branch of Industrial and Commercial Bank BSC performance appraisal program research “ in the title, Yunfu Branch of Industrial and Commercial Bank of existing performance appraisal program carried out research and analysis,combined with the strategic objectives and vision pointed Yunfu Yunfu Branch Branch current performance appraisal program problems and drawbacks, targeted programs designed and implemented the Balanced Scorecard performance appraisal process . Mentioned herein BSC performance appraisal system is different from domestic commercial banks traditional performance appraisal system,usually traditional performance management system is to achieve the financial goals of a performance evaluation,the assessment of the financial targets just the whole part of the performance management of commercial banks,a set of scientific performance management system should be based on the strategic objectives of the enterprise for the purpose Based on the design of the Yunfu Branch of the Balanced Scorecard strategic objectives Yunfu Branch on the performance management process in the first place,from all levels reflect the strategic objectives of Yunfu Branch,from the traditional pure performance in order to achieve financial goals management, balanced scorecard from the financial dimension,customer dimension,a dimension of internal processes, learning and growth dimension to all aspects of Yunfu Branch comprehensive performance II MBA学位报告作者:青超 工商银行云浮分行平衡计分卡缋效考核方案研究 evaluation in a timely manner to reflect the course of business problems and gaps,and through constant feedback and optimization, thus further enhancing Yunfu branch management level and competitiveness,and finally achieve the strategic objectives. Therefore, this paper for the optimization of the performance management system reform and Yunfu Branch has a strong practical significance _ Key words: Commercial bank, Performance Management, Balanced ScoreCard hi MBA学位报告作者:青超 工商银行云浮分行平衡计分卡绩效考核方案研究 目录 一、绪论 1 (一)研究背景 1 (二)研究的目的和意义 1 (三)研究的思路与框架 2 二、相关理论 5 C一)绩效考核 5 (二)绩效考核的方法 5 (三)平衡计分卡的基本内容 7 三、云浮分行绩效管理的现状与问题 9 (一)工商银行云浮分行的绩效管理现状 9 (二)云浮分行绩效管理存在的问题 16 四、云浮分行平衡计分卡绩效考核方案核心内容 18 (一)方案设计的指导思想 18 (二)云浮分行的战略描述 19 (三)分行总体平衡计分卡的设计 20 (四)分行部门的平衡计分卡设计 22 (五)员工平衡计分卡设计 26 五、云浮分行绩效考核方案的实施 30 (一)平衡计分卡的实施过程 30 (二)绩效考核的补充体系 33 六、结论 38