I 摘要 随着国家对金融市场的开放，各类银行不断涌入。截至2019年，笔者统计 BJ地区金融机构多达17家。BJ邮政代理金融机构作为参与者，代理金融网点 是其发展的第一线，近年来网点收入逐年下降，网点转型多年停滞不前，网点违 规误导销售屡见报端，网点经营效率与效益愈发低下。面对上述现实与挑战，其 各级管理部门也拿出了各自的绩效办法，但实际执行收效甚微。因此如何提高各 网点经营效率与效益，加快网点转型，保证各网点的效益目标完成，最终保证企 业总目标落实与达成，亟需建立一个统一、科学、合理的网点绩效评价体系。 本文首先介绍了邮政代理金融这种符合中国国情，在世界范围内独有的形 式，简要介绍了它的发展历程。然后，对BJ市邮政代理金融网点发展及其现有 的绩效评价体系进行问题分析；其次，本文遵循战略导向、系统性、全面性、科 学性、层次性、独立性、可操作性、定量与定性相结合的原则，结合BJ邮政企 业自身实际情况，从BSC的财务、客户、内部流程、学习与成长这四个维度构 建出符合BJ邮政代理金融网点实际情况的战略地图，将维度目标层层分解，转 化成为可操作的评价指标，从财务与非财务、定量与定性方面，兼顾结果指标与 驱动指标，再通过DelphiMethod与AHP相结合构建出一套全面、客观、符合 其网点自身实际情况的绩效评价指标体系；随后对BJ邮政企业分布在4区9县 的13个分公司各随机选取1个网点进行实地调研分析，同时通过内部业务系统 收集整理所需的数据资料，带入评价指标模型进行计算打分，得出的评价结果可 以清晰完整地反映出与网点实际发展的联系，验证了评价模型的可行性。并进一 步分析可以将评价结果应用在调控网点的收入结构、管控网点客户结构、优化调 整网点布局、进行网点员工配置和网点员工成长这五个方面；最后，给出如何保 障绩效评价体系持续实施的措施：从加强企业文化建设、开发相关数据系统、完 善薪酬分配机制、精细化管理绩效考评全过程和及时修订战略绩效目标这五方面 给出具体建议。总之，本文设计出适用于BJ邮政代理金融网点提升综合能力的 绩效评价体系，从而全面、系统、客观的对网点进行衡量及评价，更好地激励网 点提高其综合竞争能力，期待机构整体实现更好的发展。 关键词：中国邮政，代理金融网点，绩效评价，平衡记分卡，层次分析法 ABSTRACT III ABSTRACT Withthecountry'sopeninguptofinancialmarkets,banksofalltypeshavecontinued tofloodin.Asof2019,thereareupto17financialinstitutionsintheregionofBJby theAuthor'sstatistics.BJPostalAgencyFinancialInstitutionsregardsasaparticipant, anditsagencyfinancialoutletsarethefrontlineofitsdevelopment.Inrecentyears, outletincomehasdeclinedyearbyyear,outlettransformationhasstalledforyears, outletviolationsandmisleadingsaleshaverepeatedlyappearedinnewspapers,and outletoperatingefficiencyandeffectivenesshavebecomeevenlower.Inthefaceof theabove-mentionedrealityandchallenges,managementdepartmentsatalllevels havecomeupwiththeirownperformancemeasures,buttheactualimplementation hasachievedlittleeffect.Therefore,howtoimprovetheoperatingefficiencyand effectivenessofeachoutlet,tospeedupthetransformationofoutlets,toensurethe completionoftheprofitgoalsofeachoutlet,andtoultimatelyensurethe implementationandachievementoftheoverallgoalsoftheenterprise,itisurgentto establishaunified,scientificandreasonableoutletperformanceevaluationsystem. Thisarticlefirstintroducespostagencyfinance,auniqueformintheworldthat conformstoChina'snationalconditions,andbrieflyintroducesitsdevelopment process.Then,itanalyzestheproblemofthedevelopmentofBJCity'spostalagency financialoutletsanditsexistingperformanceevaluationsystem.Secondly,thisarticle followstheprincipleofstrategicorientation,systemic,comprehensive,scientific, hierarchical,independent,operable,quantitativeandqualitative,combinedwiththe actualsituationoftheBJPostenterpriseandfromfourdimensionsofBSC'sfinance, customers,internalprocesses,studyandgrowth,constructsastrategicmapinline withtheactualsituationofBJPost'sagentfinancialoutlets.Thedimensiontargetis decomposedandtransformedintooperationalevaluationindicators,fromfinancial andnon-financial,quantitativeandqualitativeaspects,takingintoaccounttheresults indicatorsanddrivingindicators,andcombiningDelphiMethodandAHPtobuilda comprehensive,objective,consistentwiththeactualsituationofitsoutlet performanceevaluationindexsystem;subsequently,13branchesofBJPost companiesdistributedin4districtsand9countieswererandomlyselectedtoconduct asitesurveyandanalysis.Atthesametimethisarticlecollectsinternaldatathrough 西安电子科技大学硕士学位论文 IV theinternalbusinesssystem,takesintotheevaluationindicatormodeltocalculateand score.Theevaluationresultsobtainedcanclearlyandcompletelyreflectthe relationshipwiththeactualoutletsdevelopmentandverifythefeasibilityofthe evaluationmodel.Thefurtheranalyzeshowsthattheevaluationresultscanbeapplied tocontroltheoutletincomestructure,tocontroloutletcustomerstructure,tooptimize andadjustoutletlayout,tocarryoutoutletstaffingandoutletstaffgrowing.Finally, thisarticlegiveshowtoensurethecontinuousimplementationoftheperformance evaluationsystemmeasures:givespecificsuggestionsfromthefiveaspectsof strengtheningcorporatecultureconstruction,developingrelateddatasystem, improvingsalarydistributionmechanism,delicacymanagingtheentireperformance evaluationprocessandrevisingstrategicperformancetargetsintime.Generally speaking,thisarticledesignsaperformanceevaluationsystemthatissuitableforBJ Postagencyfinancialoutletstoenhancetheircomprehensivecapabilities,soasto comprehensively,systematicallyandobjectivelymeasureandevaluateoutlets,to bettermotivateoutletstoimprovetheircomprehensivecompetitiveness,andlooking forwardtothebetterdevelopmentoftheoverallorganization. Keywords:Chinapost,Agencyfinancialoutlets,Performanceevaluation,Balanced ScoreCard,AnalyticHierarchyProcess 目录 V 目录 摘要............................................................................................................................I ABSTRACT............................................................................................................III 第一章前言...........................................................................................................1 1.1选题背景.....................................................................................................1 1.2研究意义.....................................................................................................1 1.3国内外研究现状.........................................................................................2 1.3.1国外研究现状...................................................................................2 1.3.2国内研究现状...................................................................................3 1.4研究内容及方法.........................................................................................5 1.4.1研究内容...........................................................................................5 1.4.2研究方法...........................................................................................6 第二章研究范畴及相关理论概述.......................................................................9 2.1相关概念的界定.........................................................................................9 2.1.1邮政代理金融及其网点...................................................................9 2.1.2绩效及绩效评价.............................................................................10 2.2平衡计分卡及战略地图...........................................................................10 2.3网点绩效评价体系构建方法概述...........................................................11 2.3.1层次分析法.....................................................................................11 2.3.2德尔菲法.........................................................................................12 第三章BJ邮政代理金融网点绩效评价现状及问题分析................................15 3.1邮政代理金融发展历程...........................................................................15 3.2BJ邮政代理金融网点发展现状...............................................................15 3.2.1网点业务发展及收入.....................................................................16 3.2.2网点客户情况.................................................................................17 3.2.3网点规划布局.........................................................................