摘要
摘要
国内银行业近年来面临着日益激烈的市场竞争环境，尤其是近几年网络金
融的发展、各地中小商业银行的设立，给原本处于垄断地位的国有商业银行造
成强烈冲击，迫使其进行自上而下的改革。在泉州地区，A银行是长期以来在当
地市场份额、发展效益均处在领先地位的两大国有商业银行之一。C县是泉州市
下属的一个县域，民营经济较为发达，以往A银行C支行在当地首屈一指，市
场份额高居首位，客户基础非常扎实。近年来，C支行的业绩呈现滑坡式下降，
市场份额萎缩，客户流失率攀升，员工平均工资逐年下降，职业幸福感和归属
感逐渐消退，近五年青年员工流失率达到了史上最高峰。本文的研究内容确定
为基层员工个人绩效考核，意图对现行基层员工绩效考核进行优化，最大限度
地发挥激励的作用，以提升员工工作热情，提高个人绩效，从而促进组织绩效
的实现。
本文基于绩效考核和激励的相关理论，通过问卷调查、访谈调查的形式，
剖析C支行基层员工绩效考核的现存问题，分析得出基层员工对现行的绩效考
核满意度偏低的结论，证实了C支行进行员工绩效考核改革的必然性和迫切性。
在这样的背景下，将总体设计目标确定为综合绩效考核为主、计价考核为辅，
基于物质精神激励并存、指标合理性、考核公平性、考核结果运用正负强化的
设计原则，采用平衡计分卡和关键绩效指标法相结合，对各岗位综合绩效考核、
计价考核、年终考核进行优化设计。一是考核导向突出核心业务地位，二是考
核内容全面，三是考核工资分配公平性提升，四是考核结果运用多样化，五是
考核数据统计及时准确。最后，分析了实施可能会遇到的困难并提出相应的保
障措施。泉州A银行C支行基层员工绩效考核优化设计的研究成果，对该企业
基层员工绩效考核改革提供了实践方案，同时给其他县域支行乃至银行同业提
供了理论参考和借鉴意义。
关键词：商业银行；基层员工；绩效考核；平衡计分卡；关键绩效指标法
I

Abstract
Abstract
In recent years, the competition in the domestic banking industry is
increasingly fierce. The state-owned commercial banks are adversely affected
by the development of online finance and the establishment of small-sized
commercial banks in various regions in recent years. The state-owned
commercial banks that were originally in a monopoly position, now have no
choice but to make top-down reforms. In Quanzhou, Bank A is one of the two
largest state-owned commercial banks that have long been in the leading
position in local market share and beneficial result. County C is a county
subordinate to Quanzhou City. The private economy in County C is relatively
developed. In the past, Bank C, which is the branch of Bank A, was second to
none in the local area, with a high market share and a very solid customer base.
In recent years, the performance of branch C has declined steadily, market
share has shrunk, churn rate has risen, average wages have fallen year by year,
and sense of happiness of career and belonging has become worse than before.
The turnover rate of young employees has reached the highest level in history
in the past five years. This paper is mainly about performance assessment of
grass-roots employees, aimed at optimizing the current performance
assessment of grass-roots employees, maximizing the role of incentives,
enhancing the work enthusiasm of employees, which will help to improve
personal performance and promote the realization of organizational
performance.
Based on the relevant theories of performance assessment and incentives,
this paper analyzes the existing problems of the performance assessment of
the grass-roots employees in branch C through questionnaire and interviews.
The analysis draws the conclusion that the grass-roots employees are low in
satisfaction with the current performance assessment, confirming the
inevitability and urgency of the reform of employee performance assessment
II
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