發(fā)布時(shí)間：2018-04-25 09:45

  本文選題：平衡計(jì)分卡 + 績(jī)效管理體系　； 參考：《吉林財(cái)經(jīng)大學(xué)》2017年碩士論文

【摘要】：目前,傳統(tǒng)的績(jī)效考核體系仍在我國商業(yè)銀行中普遍應(yīng)用,中國銀行W支行的情況也是這樣。在其績(jī)效考核中,仍然以財(cái)務(wù)指標(biāo)作為經(jīng)營和管理成效的標(biāo)準(zhǔn),這已使其在激烈的商業(yè)銀行市場(chǎng)競(jìng)爭(zhēng)中處于劣勢(shì)。對(duì)客戶維護(hù)與增值、員工素質(zhì)與能力及內(nèi)部流程效率的高度重視對(duì)經(jīng)營情況產(chǎn)生著愈來愈大的影響力,改善這些方面可以對(duì)中國銀行W支行的經(jīng)營與發(fā)展起到推動(dòng)作用。平衡計(jì)分卡將顧客、內(nèi)部流程、員工培養(yǎng)納入績(jī)效管理體系,可以促進(jìn)銀行管理者從多維度既了解自身優(yōu)勢(shì)和劣勢(shì),又分析和預(yù)測(cè)將來的發(fā)展方向,通過整合并跟進(jìn)指標(biāo)的完成進(jìn)度及過程中出現(xiàn)的問題,不斷完善指標(biāo)體系,使得商業(yè)銀行獲得長(zhǎng)足的發(fā)展。本文以中國銀行W支行為樣本進(jìn)行研究,首先,利用調(diào)閱文件、訪談員工等方式了解該支行績(jī)效管理體系的基本情況;其次,結(jié)合總行下達(dá)的指標(biāo)與該支行近年指標(biāo)完成情況運(yùn)用層次分析法對(duì)數(shù)據(jù)進(jìn)行分析,發(fā)現(xiàn)存在的問題;第三,引入平衡計(jì)分卡建立符合W支行現(xiàn)狀的績(jī)效管理體系,解決問題;最后,提出需注意的問題和保障措施。本文內(nèi)容分為五個(gè)章節(jié):章節(jié)一主要包括本研究的時(shí)代背景和研究意義、研究思路和方法、文獻(xiàn)綜述及創(chuàng)新之處;章節(jié)二敘述了本文涉及理論的基礎(chǔ)內(nèi)容,主要是績(jī)效管理的目的和步驟,平衡計(jì)分卡的涵義、主要內(nèi)容及優(yōu)缺點(diǎn);章節(jié)三首先對(duì)中國銀行W支行進(jìn)行介紹,然后分析其當(dāng)前績(jī)效管理體系的情況及須改進(jìn)的地方,章節(jié)四運(yùn)用平衡計(jì)分卡原理,根據(jù)該支行具體情況建立一套適合該行現(xiàn)狀的績(jī)效管理指標(biāo)體系;章節(jié)五為最后結(jié)論與展望。本文主要意義不僅僅在于優(yōu)化中國銀行W支行的績(jī)效管理體系,更是要通過建立平衡計(jì)分卡績(jī)效管理體系,增強(qiáng)銀行的整體實(shí)力。本文創(chuàng)新之處在于根據(jù)支行實(shí)際情況并結(jié)合總行下達(dá)的指標(biāo)利用平衡計(jì)分卡來建立并完善績(jī)效管理體系,使之能夠順利完成任務(wù)并可持續(xù)發(fā)展。
[Abstract]:At present, the traditional performance appraisal system is still widely used in commercial banks of our country, and so is the W branch of Bank of China. In its performance appraisal, the financial index is still regarded as the standard of management and management effect, which has made it inferior in the fierce market competition of commercial banks. The importance of customer maintenance and appreciation, staff quality and ability, and internal process efficiency has more and more influence on the management situation. Improving these aspects can promote the operation and development of Bank of China W Branch. The balanced scorecard integrates customer, internal process and employee training into the performance management system, which can promote bank managers to understand their own strengths and weaknesses from multiple dimensions, and to analyze and predict the future development direction. By integrating and following up the progress of the completion of the indicators and problems in the process, constantly improve the index system, making commercial banks to obtain considerable development. This paper takes the W branch of Bank of China as a sample to study. Firstly, we use the documents, interview staff and other ways to understand the basic situation of the performance management system of the branch. Combined with the index issued by the general bank and the performance of the branch in recent years, the paper analyzes the data by AHP and finds out the existing problems. Thirdly, the balanced scorecard is introduced to establish the performance management system in line with the current situation of the W branch and to solve the problem. Finally, the paper puts forward some problems and safeguard measures to be paid attention to. The content of this paper is divided into five chapters: chapter I mainly includes the background and significance of the research, research ideas and methods, literature review and innovation. The purpose and steps of performance management, the meaning, main content, advantages and disadvantages of balanced scorecard. Chapter three introduces the W branch of Bank of China first, and then analyzes the current performance management system and the areas that need to be improved. Chapter four applies the principle of balanced scorecard to establish a set of performance management index system according to the specific situation of the branch. Chapter five is the final conclusion and prospect. The main significance of this paper is not only to optimize the performance management system of Bank of China W Branch, but also to strengthen the overall strength of the bank through the establishment of a balanced Scorecard performance management system. The innovation of this paper is to establish and perfect the performance management system by using balanced scorecard according to the actual situation of the branch and the index issued by the head office, so that it can finish the task smoothly and develop sustainably.
【學(xué)位授予單位】：吉林財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33;F830.42

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