随着市场经济的快速发展，商业银行也随之崛起，当下社会，商业银行严重 影响着市场的经历活动，商业银行也早已成为了经济活动中不可或缺的金融中 心。它在国民经济中有着特殊且不可替代的地位。面对现如今这样的大背景下商 业银行想要抓住机会，突破困难并立足根本，就需要有一个符合自身状况的绩效 评价体系。银行的绩效评价体系在一定程度上是不是科学合理，能否与银行发展 趋势相符合，直接对银行工作人员的积极性造成影响，也会阻碍银行的发展和转 型。我国现如今的商业银行都还没有比较全面的绩效评价机制，但是商业银行的 发展离不开有效的绩效评价体系。平衡计分卡是一种可操作性很强的方法，它改 变了绩效评价在传统方面的制约，在一定程度上加快了银行的战略目标转变成更 为直接的管理流程。要使得商业银行能够健康发展，就需要制定一定的战略目标， 结合银行绩效同时发展。 本文将徽商银行HN分行作为分析案例，了解HN分行的绩效评价体系，同时 还要结合实际分析，然后构造出更加完整有效的绩效评价体系。通过平衡计分卡 在HN分行中的应用研究时，还采用了三种方法，既文献综述法、案例分析法和 层次分析法，最后得到五部分：第一部分，为了使下面做研究能够简单明了，首 先要介绍研究的目的、意义、内容和方法。第二部分，分析对比我国银行和国外 银行的绩效评价方法，研究绩效评价跟平衡计分卡两者之间相应的联系，同时还 要结合商业银行的相关特征，最后总结得出，绩效评价体系的发展离不开平衡计 分卡。第三部分，以HN分行为研究对象，运用层次分析法，同时根据HN分行内 部发展所遇到的一些实际问题，建立适合此银行的一套评价体系。第四部分，该 体系号召战略目标为根本，并把战略目标传达给银行的所有部门和所有职员，同 时作出评价，评价该体系是否对银行内部有影响。第五部分，为了促进HN分行 的健康发展，在平衡计分卡的基础上，还要有针对性提出HN分行有足够保障方 式的绩效评价体系。 关键词：商业银行；平衡计分卡；绩效评价体系 II Abstract With the rapid development of the market economy, commercial Banks also rise. In the current society, commercial Banks have a serious impact on the market experience, and commercial Banks have already become an indispensable financial center in economic activities. It has a special and irreplaceable position in the national economy. In the current context, if commercial Banks want to seize opportunities, break through difficulties and base themselves on the fundamentals, they need to have a performance evaluation system in line with their own conditions. Whether the bank's performance evaluation system is scientific and reasonable to a certain extent, and whether it is consistent with the development trend of the bank, will directly affect the enthusiasm of bank staff, and also hinder the development and transformation of the bank. At present, commercial Banks in China do not have a comprehensive performance evaluation mechanism, but the development of commercial Banks is inseparable from the effective performance evaluation system. Balanced scorecard is a highly operable method, which changes the traditional constraints of performance evaluation and speeds up the transformation of strategic objectives of Banks into more direct management processes to a certain extent. In order to make commercial Banks develop healthily, it is necessary to set certain strategic goals and develop simultaneously with bank performance. In this paper, huishang bank HN branch is taken as an analysis case to understand the performance evaluation system of HN branch. At the same time, a more complete and effective performance evaluation system should be constructed based on the actual analysis. Three methods, literature review method, case analysis method and analytic hierarchy process (ahp), are also adopted in the application research of BSC in HN branch. Finally, five parts are obtained: the first part is to introduce the purpose, significance, content and method of the research in order to make the following research simple and clear. The second part analyzes and compares the performance evaluation methods of Chinese Banks and foreign Banks, studies the corresponding relationship between performance evaluation and BSC, and combines the relevant characteristics of commercial Banks. Finally, it concludes that the development of performance evaluation system cannot be separated from BSC. The third part takes HN branch as the research object, applies the analytic hierarchy process, and establishes a set of evaluation system suitable for the bank according to III some practical problems encountered in the internal development of HN branch. In the fourth part, the system calls the strategic goal as the root, and communicates the strategic goal to all departments and all staff of the bank, and makes an evaluation to evaluate whether the system has an impact on the bank. In the fifth part, in order to promote the healthy development of HN branch, on the basis of balanced scorecard, it is necessary to put forward the performance evaluation system that HN branch has adequate guarantee methods. Key Words:Commercial Bank; Balanced Scorecard; Performance Appraisal System IV 目录 一、绪论........................................................................................................................................... 1 （一）选题背景及意义 ........................................................................................................... 1 1.选题背景 ....................................................................................................................... 1 2.研究意义 ....................................................................................................................... 1 （二）研究内容和方法 ........................................................................................................... 2 1. 研究内容 ..................................................................................................................... 2 2. 研究方法 ..................................................................................................................... 3 二、文献综述与相关理论概述 ....................................................................................................... 4 （一）国内外研究综述 ........................................................................................................... 4 1.关于银行绩效评价方法的研究 ................................................................................... 4 2.关于银行平衡记分卡应用的研究 ............................................................................... 5 （二）相关理论概述 ............................................................................................................... 6 1.绩效评价理论 ............................................................................................................... 6 2.平衡记分卡理论 ........................................................................................................... 8 三、徽商银行HN分行绩效评价体系现状及问题分析 .............................................................. 11 （一）徽商银行HN分行简介 ............................................................................................... 11 1.徽商银行HN分行概况 ............................................................................................... 11 2.徽商银行HN分行组织架构 ....................................................................................... 11 （二）徽商银行HN分行绩效评价现状 ............................................................................... 11 1. 关于分行的绩效评价 ............................................................................................... 12 2. 部门层面绩效评价 ................................................................................................... 12 3. 员工绩效评价 ........................................................................................................... 15 （三）徽商银行HN分行绩效评价体系问题分析 ............................................................... 17 1. 绩效评价体系与银行战略目标脱节 ....................................................................... 17 2. 绩效评价机制的理念存在缺陷 ............................................................................... 17 3. 绩效评价工作忽视员工参与 ..........