新常态下，我国经济发展呈现出增长速度换挡期、结构调整阵痛期和前期刺激政 策消化期“三期”叠加的阶段性特征，经济供给侧结构性改革的任务仍十分艰巨。金 融作为经济的血液循环系统，长期积累的风险进入易发、多发期，外部不确定因素增 多，需要积极稳妥和更加精准地加以应对。经济发展新常态给中国人民银行履职带来 了新的挑战，而日益复杂的国内外金融形势对中国人民银行的履职提出了更高的要 求。如何提高履职能力，更好的服务经济社会发展是当前人民银行亟待解决的重要问 题。 基于平衡计分卡的战略性绩效管理，从使命和愿景出发，将组织的战略目标最终 转化为组织行动，为人民银行提供了绩效管理的新思路。平衡计分卡的引入，让人民 银行分支机构从自身实际出发制定与辖区经济金融发展状况相匹配的战略目标成为 现实。有了战略目标这一总导向，人民银行分支机构就能够有针对性的开展各项工作， 实现又好又快的发展。 首先，本文从中国人民银行S中心支行的实际出发，在对国内外绩效管理、平衡 计分卡等理论进行学习的基础上，利用问卷调查法和访谈法，收集、整理并汇总分析 了S中心支行现行绩效管理体系在绩效目标设定、绩效辅导、绩效考核和绩效反馈四 方面存在的问题。其次，为解决上述问题，本文将平衡计分卡绩效管理工具引入S中 心支行绩效管理实践，通过战略研讨明确了S中心支行的组织目标，并实现了组织目 标到具体行动的转化；通过对S中心支行级、内设部门级和下辖县支行三个层面的平 衡计分卡的设计，明确了各层级绩效指标体系、指标权重和目标值；通过对绩效计划、 绩效辅导、绩效考核和绩效反馈四个管理过程的优化，进一步完善了S中心支行的绩 效管理体系。最后，提出了实施新的绩效管理体系的保障措施，并得出研究结论。 关键字：中国人民银行；绩效管理；平衡计分卡；组织目标 II Abstract Under the new normal, China's economic development presents the periodic characteristics of "three phases" superimposed by growth rate shift period, structural adjustment pain period and previous stimulus policy digestion period. The task of economic supply-side structural reform is still very difficult. As the blood circulation system of the economy, financial risks accumulated over a long period of time have entered the frequent and prone period, and external uncertainties have increased. Therefore, it is necessary to respond positively, prudently and more accurately. The new normal of economic development has brought new challenges to the performance of the people's bank of China, and the increasingly complex domestic and international financial situation has put forward higher requirements for the performance of the people's bank of China. How to improve performance capacity and better serve economic and social development is an important issue urgently to be solved by the people's bank of China. Based on the balanced scorecard strategic performance management, starting from the mission and vision, the strategic goal of the organization is finally transformed into organizational action, providing the people's bank with a new idea of performance management. The introduction of BSC makes it a reality for branches of the people's bank of China to formulate strategic goals in line with the development of regional economy and finance from their own reality. With the overall guidance of strategic goals, the branches of the people's bank of China can carry out various tasks in a targeted manner and achieve sound and rapid development. Firstly, from the actual conditions of the people's bank of China S central sub-branch and on the basis of studying theories of performance management at home and abroad the balanced score card, this article, using the method of questionnaire investigation and interview, collects, sorts and analyzes the problems consisted in the performance goal setting, performance coaching, performance evaluation and performance feedback in center branch current performance management system. Secondly, to solve the problems above, this paper introduced the performance management tool of balanced scorecard into the performance management practice of S central sub-branch, clarified the organizational goal of S central sub-branch through strategic discussion, and realized the transformation from III organizational goal to specific action. Through the design of the balanced scorecard at the level of S central sub-branch, the level of internal part and the county sub-branch, the performance index system, index weight and target value of each level are clarified. Through the optimization of performance planning, performance coaching, performance appraisal and performance feedback, the performance management system of S central sub-branch is further improved. Finally, the paper puts forward the safeguard measures for implementing the new performance management system and draws the research conclusion. Key words: The People's Bank of China; Performance Management; Balanced Score Card; Organizational Objectives IV 目 录 第一章 绪论....................................................................................................................- 1 - 1.1 选题背景及研究意义...............................................................................................- 1 - 1.1.1 选题背景.........................................................................................................- 1 - 1.1.2 研究意义.........................................................................................................- 1 - 1.2 研究内容...................................................................................................................- 2 - 1.3 研究方法和技术路线...............................................................................................- 3 - 1.3.1 研究方法.........................................................................................................- 3 - 1.3.2 技术路线.........................................................................................................- 3 - 第二章 理论依据及文献综述........................................................................................- 5 - 2.1 理论依据...................................................................................................................- 5 - 2.1.1 激励理论.........................................................................................................- 5 - 2.1.2 绩效管理方法.................................................................................................- 5 - 2.2 文献综述...................................................................................................................- 6 - 2.2.1 国外文献综述.................................................................................................- 6 - 2.2.2 国内文献综述.................................................................................................- 7 - 第三章 S中心支行绩效管理现状分析.......................................................................- 10 - 3.1 S中心支行概况......................................................................................................- 10 - 3.1.1 S中心支行机构设置情况............................................................................- 10 - 3.1.2 S中心支行人员构成....................................................................................- 10 - 3.2 S中心支行绩效管理现状......................................................................................- 11 - 3.3 S中心支行绩效管理体系调查分析......................................................................- 16 - 3.3.1 调查方式.......................................................................................................- 16 - 3.3.2 调查结果汇总...............................................................................................- 17 - 3.4 S中心支行绩效管理中存在的问题......................................................................- 19 - 3.4.1 绩效目标设定方面.......................................................................................- 19 - 3.4.2 绩效辅导方面...............................................................................................- 20 - 3.4.3 绩效考核方面...........................................................................................