新兴银行县域支行绩效考核方案优化研究 随着互联网金融经济的迅速发展，利率市场化步伐逐渐加快，传统银行的 利润来源利差收入和中间业务收入不断缩小。以微信、支付宝为代表的互联网 金融企业，以惊人的速度不断发展，我国传统商业银行正处着复杂而深刻的变 革中。新兴银行作为一家面向县域的国有大型商业银行，始终做国家宏观经济 政策的执行者，始终把服务县域作为最大的社会责任。服务城乡，做强县域是 新兴银行业务经营的重中之重。新兴银行的县域支行在近几年的业务经营发展 中，创造了可喜的业绩。但由于中国市场的迅速发展，传统国有银行面临着经 营管理水平滞后、绩效考核制度不够完善、风险管控能力有待加强等方面的问 题。 因此，本文首先分析了当前中国金融市场大环境下，各大商业银行面临的 巨大的挑战和经营发展中存在的问题。新兴银行县域市场发展较早，体系成熟， 有稳定的客户群体，但随着金融市场大环境的发展，县域支行管理遇到了瓶颈， 如何全面落实“服务县域、做强县域”经营定位，使县域支行发展目标明确， 产品政策精准，经营特点鲜明，这就需要县域支行管理者不断探索和研究如何 优化县域支行绩效考核体系。 本文通过对国外、国内商业银行绩效考核管理情况的叙述和分析，在国内 外学者研究文献的基础上，结合新兴银行及其辖内县域支行的现状，对当前新 兴银行县域支行的绩效考核方案进行探究，依据现有相关资料分析出新兴银行 现有县域支行绩效考核制度存在的问题，一是县域支行对现代化绩效管理理念 缺乏认识。二是对绩效管理指标的定位和平衡协调不准确。三是县域支行绩效 考核激励效果不佳。然后针对分析发现的问题进行了原因分析，并在原有的绩 效考核方案的基础上进行了优化研究。优化方案一是主要针对绩效管理指标的II 定位和平衡协调不准确这个问题，提出了对县域支行进行分类指导和管理。根 据我省县域经济社会发展状况，东、中、西部地域特点鲜明，县域农村发展特 色化、集群化、板块化特征日益明显，县域支行业务发展水平、经营管理水平 差异较大。因此，加强分类和管理，引导不同类型县域支行走特色发展之路有 助于巩固提升县域市场竞争优势，促进“三农”和县域业务高质量发展。优化 方案二主要针对县域支行绩效考核激励效果不佳的问题，建立县域支行竞争力 考核机制。方案选取了 4 个关键绩效指标，结合关键绩效指标的得分情况，将 全省 44 家县域支行分为三大矩阵，每年末并进行动态调整，采取奖罚措施，增 强支行之间竞争力。最后还提出完善新兴银行县域支行绩效考核方案得以实施 的保障措施，分别是应当科学合理设置考核指标、建立稳定严密的考核组织、 公正合理运用考核结果。 本文所做的县域支行绩效考核方案优化研究是在县域支行的绩效考核方案 与县域实际情况相结合的基础上，得出有益经验，本文对银行做强县域、加强 银行内部监管、提高县域支行竞争力等方面具有一定的指导意义。 关键词： 商业银行，绩效考核，分类指导，完善优化III Abstract Research on PerformanceAppraisal Scheme Optimization of County Branches of Emerging Bank With the rapid development of the Internet financial economy, the pace of interest rate liberalization has gradually accelerated, and the profit margin income and intermediary business income of traditional banks have been shrinking. Internet finance companies represented by WeChat and Alipay continue to develop at an alarming rate. China's traditional commercial banks are undergoing complex and profound changes. As a state-owned large-scale commercial bank facing the county, Xinxing Bank has always been the implementer of the national macroeconomic policy, and always regards serving the county as the greatest social responsibility. Serving urban and rural areas and strengthening the county are the top priorities of emerging banking operations. The county branches of emerging banks have made gratifying achievements in the business development of recent years. However, due to the rapid development of the Chinese market, traditional state-owned banks are faced with problems such as the lag of management and management, inadequate performance appraisal system, and need to strengthen risk management and control capabilities. Therefore, this paper first analyzes the huge challenges faced by major commercial banks and the problems in business development under the current Chinese financial market environment. The emerging county's county market developed earlier, the system is mature, and there are stable customer groups. However, with the development of the financial market environment, the countyIV branch management has encountered bottlenecks, how to fully implement the “service county, strengthen the county” business positioning, so that the county The development of the branch is more clear, the product policy is more precise, and the operating characteristics are more distinct. This requires the county branch managers to continuously explore and study how to optimize the performance appraisal system of the county branch. Based on the narrative and analysis of the performance appraisal management of foreign and domestic commercial banks, this paper combines the research status of domestic and foreign scholars with the current situation of emerging banks and their county sub-branches to conduct a performance appraisal plan for the current emerging bank county branches. Exploring, based on the existing relevant data, analyzes the problems existing in the performance appraisal system of the existing county branches of emerging banks. First, the county sub-branches lack understanding of the modern performance management concept. Second, the positioning and balance coordination of performance management indicators is not accurate. Third, the performance appraisal incentives of county sub-branches are not good. Then, the reasons for the analysis were analyzed, and the optimization research was carried out based on the original performance evaluation plan. The optimization scheme is mainly aimed at the problem of inaccurate positioning and balance coordination of performance management indicators, and proposes classification guidance and management of county branches. According to the economic and social development of the county in the province, the characteristics of the eastern, central and western regions are distinct. The characteristics of county development, clustering and slate are increasingly obvious. The scale, operation capacity and management level of county branches vary greatly. To consolidate and enhance the competitive advantage of the county market and promote the high-quality development of the “three rural” and county-level businesses, it is necessary toV strengthen the classification and management, and guide the development of different types of county-level branches to develop. The optimization scheme 2 mainly aims at the problem of the poor performance of the performance appraisal of the county branch, and establishes the competitiveness assessment mechanism of the county branch. The program selected four key performance indicators, combined with the scores of key performance indicators, divided the county's 44 county branches into three major matrices, and dynamically adjusted to enhance the competitiveness of the branches. Finally, it also proposes to improve the safeguard measures for the implementation of the performance appraisal plan of the emerging bank county sub-branches. It is necessary to set the appraisal indicators scientifically and reasonably, establish a stable and rigorous appraisal organization, and use the appraisal results fairly and reasonably. Based on the combination of the performance appraisal plan of the county branch and the actual situation of the county, this paper draws useful experience. This paper strengthens the county, strengthens the internal supervision of the bank, and improves the competition of the county branch. Force and other aspects have certain guiding significance. Keywords: Commercial bank, performance appraisal, classification guidance, perfection and optimizationVI 目 录 第 1 章 绪论.............................................................................................1 1.1 研究背景与研究意义.....................................................................1 1.2 研究内容与方法.............................................................................2 1.3 理论基础和文献综述.....................................................................4 第 2 章 新兴银行县域支行绩效考核现状............................