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2020年A商业银行对辖内一级支行绩效考核方案优化DOC

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:近几年,随着全球化经济的发展,外资银行准入门槛进一步放宽, 大量外资银行在我国成立;资产管理公司等非银行业金融机构开展跨业竞争;互 联网金融发展迅速,传统的物理网点柜台业务量明显下降;银行同业竞争也日趋 激烈,大量的地方性商业银行、民营银行、新型农村金融机构成立,传统大型国 有银行正在面临着前所未有的挑战。就 A 商业银行所在的 G 市来说,近五年新设 两家村镇银行、两家地方商业银行,本地市场进一步瓜分,A 商业银行作为传统 国有商业银行,在经营权限、产品灵活性和服务时效上有明显的不足。而合理的 绩效考核方式能够成为改善经营绩效、体现激励作用的管理工具,应该正确设置 和使用使其成为提高商业银行核心竞争力的必然手段。A 商业银行如何通过优化 绩效管理督促辖内一级支行不断引领员工提高自身专业能力和绩效,减少人才流 失,提高支行整体业绩是当前亟需解决的问题。 本文以 A 商业银行对辖内一级支行的绩效考核为研究样本,首先,通过对当 前国内外绩效考核研究理论方法和工具的学习,采用实地调研、问卷调查等方法 对 A 行考核方案中存在问题进行了诊断,提出了 4 大问题。其次,结合当前绩效 考核方法方面的文献研究,对 A 行当前考核情况进行逐项分析,与原 KPI 考核方 法相结合,分析 A 行现阶段使用平衡计分卡的条件,从而提出基于平衡计分卡的 KPI 考核体系优化设计。具体的体系优化从战略地图出发,通过归纳对比筛选出 平衡计分卡四维度下的 KPI 二、三级考核指标,利用层次分析法进行权重分配、 明细每个指标计算方法,还对绩效实施、反馈、结果运用等流程进行了优化。最 后明确了具体的实施原则和实施步骤,并从制度、人力资源、沟通等方面为优化 考核方案实施提供保障。 A 商业银行对辖内一级支行绩效考核问题也普遍存在于其他大型银行中,通 过本文的优化方案,希望能够解决 A 行绩效考核实施中存在的问题,且能够为存 在类似问题中的银行提供一定的参考作用。 关键词:商业银行 一级支行 绩效考核 方案优化II Optimization of peformance appraisal program for First-level Sub-branch of A commercial bank MBA major Postgraduate:zhang lingyan tutor:wang jing Abstract:In recent years, with the development of the global economy,the access threshold for foreign banks is further relaxed , therefore a large number of foreign banks established in our country; Asset management companies and other non-banking financial institutions carry out cross-industry competition; Internet financial is developing rapidly, while the traditionalhysical network counter business volume decreased significantly;Interbank increasingly fierce competition and the establishment of numerous local commercial ,private and new rural financial institutions bring traditional large-scale state-owned banks unprecedented challenges.As for G city where the A commercial bank located at, the establishment of two new rural banks and two local commercial banks in the past five years divided up the local market further,and as for A commercial bank,this traditional state-owned institution, there are obvious deficiencies in the operation rights, product flexibility and service efficiency.Reasonable performance management can become a tool to improve business performance and make incentive system function,and that should be properly set up and use to make it an inevitable means to improve commercial banks' core competitiveness.Thus how to optimize the performance management for urging the first-level sub-branches to lead their staff to improve personal professional competence and performance,reduce the brain drain and improve the overall performance of bank branches is the urgent problem to solve for A commercial bank. How A commercial banks evaluating the performance of first-level sub-branches will be took as a study sample in this paper.Firstly,through studying the theory and tools of current domestic and international performance assessment and using field research, questionnaires and other methods, 4 major problems of A bank assessment program were diagnosed and put forward. Secondly,combined with the study ofIII literature about the current performance appraisal methods,and by item analysis of A bank’s current assessment,this paper analyzes the necessity and possibility of implementing the balanced scorecard in A bank by combining the original KPI assessment methods, and then puts forward the optimal design of KPI evaluation system based on Balanced Scorecard.The specific system optimization start from the strategic map, through induction and comparison ,the KPI two and three assessment indicators based on the four-dimensional Balanced Scorecard selected out, through Analytic Hierarchy Process , weight distribution and refinement of each index calculation method are accomplished, also the optimization of performance assessment implementation , feedback and the use of results in this processes.Finally, cleared specific implementation principles and implementation steps, and provided the assessment program implementation guarantee at the aspects of the system, human resources, communication etc. The problems about the performance assessment that A commercial bank have towards first-level sub-branches are universal for the traditional state-owned banks , through this study, hope problems can be solved that existed in A bank performance assessment, and hope that this optimization program for the existence of similar problems in the bank have a certain reference. Key Words: Commercial Bank First-level Sub-branch Performance Appraisal Program OptimizationIV 目 次 摘要:... I ABSTRACT:.... II 目 次 1 绪论... 1 1.1 的背景及意义..... 1 1.1.1 选题背景... 1 1.1.2 选题意义... 2 1.2 国内外研究现状. 2 1.2.1 国外研究现状..... 3 1.2.2 国内研究现状..... 4 1.3 本文拟采取的研究方法及思路. 6 1.3.1 拟采取的研究方法. 7 1.3.2 研究思路... 7 2 绩效考核理论综述... 9 2.1 绩效考核基本原理及主要内容. 9 2.1.1 基本原理... 9 2.1.2 主要内容.. 10 2.2 绩效考核方法.. 10 2.2.1 经济增加值法(EVA)... 11 2.2.2 关键指标法(KPI)..... 11 2.2.3 平衡计分卡法(BSC)... 12 2.3 考核指标权重分配方法 13 2.3.1 德尔菲法.. 13 2.3.2 层次分析法 14 3 A 商业银行对辖内一级支行绩效考核现状及问题分析 .. 16 3.1 A 商业银行基本情况 .. 16 3.1.1 A 行的经营情况及组织结构 .... 16 3.1.2 A 行对辖内一级支行的考核及合理性分析 .... 17 3.2 A 商业银行对辖内一级支行绩效考核现状分析 .... 18 3.2.1 绩效考核方式.... 18 3.2.2 绩效考核计算方法及等级分布.. 19 3.2.3 绩效考核结果运用和反馈 22 3.3 A 商业银行对辖内一级支行绩效考核存在的问题 .. 22V 3.3.1 缺乏全维度考核,指标设定不合理 ....22 3.3.2 指标权重分配不科学,合规风险类指标权重过低 ....23 3.3.3 考核主体不明确,绩效考核流程不规范 23 3.3.4 考核结果运用不到位,未建立激励机制 24 4 A 商业银行对辖内一级支行绩效考核存在问题优化方案 26 4.1 探索平衡计分卡法与 KPI 相结合的可能性 .. 26 4.1.1 探索引入平衡计分卡法 ..26 4.1.2 建立平衡计分卡与 KPI 结合的可能性 ..27 4.2 基于平衡计分卡建立四维度 KPI 考核体系 .. 27 4.2.1 建立平衡计分卡四维度考核 ....28 4.2.2 确定 KPI 二、三级指标 ..28 4.2.3 合理计算各维度权重,提高风险类指标权重 ..32 4.3 数据获取方式 .. 37 4.3.1 基础考核数据来源 37 4.3.2 计分标准及规则 ..38 4.3.3 计分结果分布 ....41 4.4 绩效考核流程优化 .... 42 4.4.1 整合统一考核主体,明确权责划分 .... 42 4.4.2 建立绩效优化计划表,按季进行反馈 .. 43 4.4.3 结合考核结果运用,提高激励作用 .... 44 4.4.4 建立绩效结果反馈体系,与公示、申诉相结合 45 5 实施与保障 .. 48 5.1 实施绩效考核 .. 48 5.1.1 基本原则 .. 48 5.1.2 实施步骤 . 49 5.2 实施可能存在的障碍 .. 50 5.2.1 各条线考核部门工作量有所增加 50 5.2.2 被考核机构对考核方法认可度不高 .... 50 5.3 保障措施 50 5.3.1 制度方面的保障措施优化 50 5.3.2 人力资源保障措施优化 ..51 5.3.3 沟通方面的保障措施优化 52 6 结论与未来展望 ....53