本文關(guān)鍵詞：基于平衡計分卡的建行東營分行戰(zhàn)略性績效管理研究　出處：《中國石油大學(xué)（華東）》2013年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 建行東營分行 平衡計分卡 績效管理

【摘要】：二十一世紀以前，我國大型商業(yè)銀行的控制和業(yè)績考核主要側(cè)重于財務(wù)指標(biāo)，這些以財務(wù)結(jié)果為主的指標(biāo)在為管理者提供決策和評價經(jīng)營部門的業(yè)績方面曾經(jīng)發(fā)揮了非常重要的作用。二十一世紀以來的十幾年中，我國的金融體制改革不斷深入，銀行的競爭優(yōu)勢不再僅僅依靠實物資本投資，更依賴于人力資源、信息資源、組織資產(chǎn)、聲譽等無形資產(chǎn)，單一的財務(wù)指標(biāo)體系已不能滿足企業(yè)業(yè)績評價的要求。同時，隨著金融環(huán)境的迅速變化以及競爭的加劇，許多商業(yè)銀行都精心制定了一套區(qū)別于競爭對手的經(jīng)營戰(zhàn)略，但實際執(zhí)行效果往往并不理想。 “平衡計分卡”是由財務(wù)、客戶、內(nèi)部營運和學(xué)習(xí)成長四個方面組成的一種全方位的戰(zhàn)略績效管理工具，能將企業(yè)戰(zhàn)略目標(biāo)逐層分解轉(zhuǎn)化為各種具體的績效衡量指標(biāo)，使績效考核體系成為企業(yè)戰(zhàn)略管理的組成部分，從而為企業(yè)戰(zhàn)略目標(biāo)的實現(xiàn)建立起可靠的執(zhí)行基礎(chǔ)。 目前，隨著經(jīng)營環(huán)境的變化，建行東營分行面臨前所未有的困難和挑戰(zhàn)，，急需提高核心競爭力，鞏固并提高市場地位。本文以建行東營分行的績效管理工作為研究對象，運用文獻法、實證分析、層次分析和案例分析的方法，擬通過引入平衡計分卡實施戰(zhàn)略性績效管理，力促組織行為標(biāo)準(zhǔn)與員工行為標(biāo)準(zhǔn)的協(xié)調(diào)一致，以此推動變革，打造顯著的競爭優(yōu)勢。本研究方案可具體應(yīng)用于建行東營分行的管理實踐，同時，對其它商業(yè)銀行也有一定的借鑒意義。
[Abstract]:Before 21th century, the control and performance evaluation of large commercial banks in China mainly focused on financial indicators. These indicators, which are based on financial results, have played a very important role in providing decision-making for managers and evaluating the performance of operating departments. With the deepening of the financial system reform in China, the competitive advantage of banks is not only relying on physical capital investment, but also on human resources, information resources, organizational assets, reputation and other intangible assets. A single financial index system can not meet the requirements of enterprise performance evaluation. At the same time, with the rapid change of financial environment and the intensification of competition. Many commercial banks have carefully formulated a set of management strategies that are different from their competitors, but the actual implementation results are often not satisfactory. "balanced Scorecard" is a comprehensive strategic performance management tool composed of four aspects: finance, customer, internal operation and learning and growth. It can decompose the enterprise strategic goal layer by layer into a variety of specific performance measurement indicators, so that the performance appraisal system becomes an integral part of enterprise strategic management. Thus to establish a reliable implementation basis for the realization of the strategic objectives of enterprises. At present, with the change of business environment, the Dongying Branch of CCB is facing unprecedented difficulties and challenges, so it is urgent to improve the core competitiveness. This paper takes the performance management of Dongying Branch of CCB as the research object, using the methods of literature, empirical analysis, hierarchy analysis and case analysis. Through the introduction of balanced Scorecard to implement strategic performance management and promote the coordination of organizational standards of conduct and employee standards of conduct in order to promote change. This research scheme can be applied to the management practice of Dongying Branch of CCB, and it can also be used for reference by other commercial banks.
【學(xué)位授予單位】：中國石油大學(xué)（華東）
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.33;F272

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