本文關(guān)鍵詞： 商業(yè)銀行 績(jī)效評(píng)價(jià) 平衡計(jì)分卡 戰(zhàn)略目標(biāo)　出處：《青島理工大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：上世紀(jì)八十年代以來(lái)，我國(guó)銀行業(yè)改革發(fā)展迅猛，隨著銀行業(yè)準(zhǔn)入門檻降低，外資銀行、國(guó)有商業(yè)銀行、全國(guó)性股份制商業(yè)銀行、城商行、農(nóng)商行等各種銀行都爭(zhēng)食其中利潤(rùn)，各家銀行之間競(jìng)爭(zhēng)激烈。同時(shí)，隨著銀行資本監(jiān)管要求提高、利率市場(chǎng)化的趨勢(shì)和居民對(duì)于各種金融產(chǎn)品的需求增長(zhǎng)，銀行面臨著經(jīng)營(yíng)環(huán)境和經(jīng)營(yíng)模式的改變。 績(jī)效評(píng)價(jià)是銀行管理中的重要內(nèi)容，只有正確評(píng)估了銀行的經(jīng)營(yíng)績(jī)效，才能進(jìn)行公正的獎(jiǎng)懲，才能使管理者發(fā)現(xiàn)銀行運(yùn)營(yíng)的問(wèn)題所在，及時(shí)調(diào)整管理措施，才會(huì)使銀行不斷進(jìn)步。目前，各家銀行所采用的績(jī)效評(píng)價(jià)方法不同，但大部分都以財(cái)務(wù)指標(biāo)為核心，忽視了反映銀行長(zhǎng)遠(yuǎn)發(fā)展情況的非財(cái)務(wù)指標(biāo)，未能結(jié)合當(dāng)前銀行的經(jīng)營(yíng)環(huán)境與發(fā)展需求，使得績(jī)效評(píng)價(jià)不能滿足現(xiàn)階段銀行的管理需求，不能夠?yàn)殂y行達(dá)到戰(zhàn)略目標(biāo)而做出應(yīng)有的貢獻(xiàn)。平衡計(jì)分卡是一種能夠全面評(píng)估銀行績(jī)效的績(jī)效評(píng)價(jià)體系，它不僅包括財(cái)務(wù)指標(biāo)同時(shí)包括非財(cái)務(wù)指標(biāo)，在考慮短期利益的同時(shí)也注重銀行的長(zhǎng)遠(yuǎn)發(fā)展，這樣的評(píng)價(jià)體系能夠承載反映銀行在新時(shí)期內(nèi)外部經(jīng)營(yíng)新要求的指標(biāo)，與銀行的績(jī)效評(píng)價(jià)需求具有較高的契合度。 本文選取A商業(yè)銀行T支行作為目標(biāo)銀行，在介紹了該銀行的基本情況后分析了其上級(jí)分行的戰(zhàn)略目標(biāo)與發(fā)展途徑以及戰(zhàn)略目標(biāo)下T銀行的發(fā)展途徑，包括：提高利潤(rùn)質(zhì)量，重視中間業(yè)務(wù)比重；積極開(kāi)發(fā)戰(zhàn)略客戶，，提高服務(wù)水平，保障金融產(chǎn)品的落地與聚焦；提高業(yè)務(wù)水平，積極推廣特色產(chǎn)品及服務(wù)；注重銀行與個(gè)人的長(zhǎng)遠(yuǎn)發(fā)展，提升員工滿意度等方面。隨后，本文又分析了其現(xiàn)有的績(jī)效評(píng)價(jià)體系。分析結(jié)論顯示該銀行的績(jī)效評(píng)價(jià)體系不能夠反映出其目前的經(jīng)營(yíng)需求，與其戰(zhàn)略目標(biāo)和發(fā)展途徑產(chǎn)生了一定的分歧。之后本文總結(jié)出目前T銀行對(duì)于新的績(jī)效評(píng)價(jià)方法的需求，同時(shí)分析了平衡計(jì)分卡的主要特點(diǎn)，發(fā)現(xiàn)平衡計(jì)分卡績(jī)效評(píng)價(jià)體系與T銀行績(jī)效評(píng)價(jià)需求相契合。因此，本文運(yùn)用平衡計(jì)分卡理論，擴(kuò)展了T銀行業(yè)績(jī)?cè)u(píng)價(jià)指標(biāo)，該理論的應(yīng)用不僅包括財(cái)務(wù)指標(biāo)層面，同時(shí)包括了客戶層面、內(nèi)部流程層面及學(xué)習(xí)與成長(zhǎng)層面。本文針對(duì)T銀行具體情況對(duì)其進(jìn)行了各項(xiàng)指標(biāo)的設(shè)計(jì)，通過(guò)調(diào)查問(wèn)卷與層次分析法確定了各項(xiàng)指標(biāo)的權(quán)重，相較于現(xiàn)有績(jī)效評(píng)價(jià)體系更為全面。最后，本文對(duì)該平衡計(jì)分卡績(jī)效評(píng)價(jià)體系在T銀行中的實(shí)施與發(fā)展提出了建議。 本文的研究目的主要在于將平衡計(jì)分卡績(jī)效評(píng)價(jià)體系運(yùn)用于目標(biāo)銀行的管理中，優(yōu)化其績(jī)效評(píng)價(jià)體系，以解決其面臨的問(wèn)題，使得該銀行的績(jī)效評(píng)價(jià)體系對(duì)其發(fā)展和戰(zhàn)略目標(biāo)的實(shí)現(xiàn)做出貢獻(xiàn)，同時(shí)這一設(shè)計(jì)過(guò)程也對(duì)其他商業(yè)銀行建立平衡計(jì)分卡績(jī)效評(píng)價(jià)體系有著借鑒意義和指導(dǎo)作用。
[Abstract]:Since -20s, China's banking sector reform has developed rapidly. With the lowering of the entry threshold of the banking industry, foreign banks, state-owned commercial banks, national joint-stock commercial banks, city commercial banks, agricultural commercial banks and other banks are all competing for profits. At the same time, with the improvement of capital supervision requirements, the trend of interest rate marketization and the increasing demand of residents for various financial products, banks are facing the change of business environment and operation mode. Performance evaluation is an important part of bank management. Only when the bank's management performance is correctly evaluated, can it be rewarded and punished fairly, and the manager can find out where the problems of bank operation lie and adjust the management measures in time. At present, the performance evaluation methods used by each bank are different, but most of them take financial indicators as the core, ignoring the non-financial indicators that reflect the long-term development of banks. Failure to combine the current management environment and development needs of banks makes performance evaluation unable to meet the management needs of banks at the present stage. The balanced Scorecard is a performance evaluation system that can comprehensively evaluate the bank's performance. It includes not only financial indicators but also non-financial indicators. While considering the short-term benefits, it also pays attention to the long-term development of the bank. Such an evaluation system can carry the indicators reflecting the new requirements of the bank's internal and external operation in the new period, and has a high degree of agreement with the performance evaluation needs of the bank. This paper selects T branch of A commercial bank as the target bank, after introducing the basic situation of the bank, it analyzes the strategic goal and development path of its superior branch and the development way of T bank under the strategic goal, including: improving the profit quality, Attach importance to the proportion of intermediate business; actively develop strategic customers, improve service level, ensure the landing and focus of financial products; improve business level, actively promote characteristic products and services; and pay attention to the long-term development of banks and individuals, Then, this paper analyzes its existing performance evaluation system. The analysis results show that the performance evaluation system of the bank can not reflect its current business needs. This paper summarizes the needs of T Bank for new performance evaluation methods and analyzes the main characteristics of balanced Scorecard. It is found that the performance evaluation system of balanced Scorecard coincides with the needs of performance evaluation of T Bank. Therefore, this paper extends the performance evaluation index of T Bank by using balanced Scorecard theory. The application of this theory not only includes the level of financial indicators. At the same time, it includes customer level, internal process level and learning and growth level. This paper designs each index for T bank, and determines the weight of each index by questionnaire and AHP. Compared with the existing performance evaluation system, this paper puts forward some suggestions on the implementation and development of the balanced Scorecard performance evaluation system in T Bank. The purpose of this paper is to apply the balanced Scorecard performance evaluation system to the management of the target bank, optimize its performance evaluation system, and solve the problems it faces. This makes the performance evaluation system of the bank contribute to its development and the realization of strategic objectives. At the same time, the design process has a reference and guidance role for other commercial banks to establish a balanced Scorecard performance evaluation system.
【學(xué)位授予單位】：青島理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.2

【引證文獻(xiàn)】

相關(guān)碩士學(xué)位論文 前1條

1 李婷;ZS銀行西安分行績(jī)效考核體系改進(jìn)研究[D];西北大學(xué);2015年

本文編號(hào)：1535768