本文選題：證券營業(yè)部　切入點(diǎn)：平衡計(jì)分卡　出處：《北京交通大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：摘要：在當(dāng)前信息時(shí)代,全球化市場競爭日益加劇。作為智力和資本密集型的證券行業(yè),具有高風(fēng)險(xiǎn)高收益的特征。加入WTO以后,國外資本進(jìn)入中國市場,而我國證券行業(yè)才剛起步,所以這一行業(yè)的競爭也更為激烈。我國的證券公司要想立足和長遠(yuǎn)發(fā)展,必須根據(jù)外部環(huán)境和自身狀況,動態(tài)調(diào)整公司戰(zhàn)略目標(biāo),并建立與戰(zhàn)略目標(biāo)相一致的績效管理體系,以便及時(shí)、準(zhǔn)確的評估戰(zhàn)略目標(biāo)的執(zhí)行情況,為公司繁榮發(fā)展奠定基礎(chǔ)。 本文對HY證券公司BJ營業(yè)部原有的績效考核體系進(jìn)行了分析,并結(jié)合證券營業(yè)部自身情況,運(yùn)用平衡計(jì)分卡基本理論和方法對BJ營業(yè)部績效考核體系進(jìn)行了優(yōu)化設(shè)計(jì)方案的研究。首先,對BJ證券營業(yè)部的績效管理體系中存在的績效管理理念落后,績效考核指標(biāo)設(shè)計(jì)不合理,缺乏績效溝通和反饋機(jī)制等問題進(jìn)行了分析。其次,針對營業(yè)部績效考核體系存在的問題,引入平衡計(jì)分卡對原績效考核體系進(jìn)行優(yōu)化設(shè)計(jì)。從平衡計(jì)分卡的財(cái)務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)成長的四個(gè)維度,分別對營業(yè)部公司級別、部門層面及個(gè)人三個(gè)層次進(jìn)行深入分析,設(shè)計(jì)考核指標(biāo),確定指標(biāo)權(quán)重,構(gòu)建出營業(yè)部新的績效考核體系。最后對績效反饋及考核結(jié)果的應(yīng)用進(jìn)行了闡述,以保障新的績效考核體系的順利運(yùn)行。 本文運(yùn)用理論與實(shí)踐相結(jié)合的方法,將平衡計(jì)分卡應(yīng)用到BJ證券營業(yè)部,通過目標(biāo)層層分解,把營業(yè)部總體戰(zhàn)略目標(biāo)同員工工作行為結(jié)合起來,將大大提高員工的積極性,為營業(yè)部實(shí)現(xiàn)戰(zhàn)略目標(biāo)提供保障。
[Abstract]:Absrtact: in the current information age, the competition in the global market is becoming increasingly fierce. As an intellectual and capital-intensive securities industry, it is characterized by high risk and high returns. After China's entry into WTO, foreign capital enters the Chinese market. But the securities industry of our country has just started, so the competition in this industry is more intense. If the securities companies of our country want to base themselves on and develop in the long term, they must dynamically adjust the strategic objectives of the companies according to the external environment and their own conditions. And establish a performance management system consistent with the strategic objectives, in order to timely and accurately evaluate the implementation of strategic objectives, and lay the foundation for the company's prosperity and development. This paper analyzes the original performance appraisal system of BJ Business Department of HY Securities Company, and combines the situation of BJ Business Department of HY Securities Company with its own situation. Based on the basic theory and method of balanced Scorecard, this paper studies the optimal design scheme of BJ business department performance appraisal system. First, the performance management concept of BJ securities business department is backward. The design of performance appraisal index is unreasonable, and the problems of performance communication and feedback mechanism are analyzed. Secondly, the problems existing in the performance appraisal system of sales department are analyzed. Introduction of balanced Scorecard to the original performance appraisal system optimization design. From the balanced scorecard financial, customer, internal process, learning growth of the four dimensions, respectively, the business department company level, The department level and the individual level are analyzed deeply, the evaluation index is designed, the index weight is determined, and the new performance appraisal system of the sales department is constructed. Finally, the application of the performance feedback and the appraisal result is expounded. To ensure the smooth operation of the new performance appraisal system. This paper applies the balanced Scorecard to the BJ securities sales department by combining theory with practice. Through the decomposition of the objective layer by layer, the overall strategic goal of the business department is combined with the employee's work behavior, which will greatly improve the enthusiasm of the staff. Provide the guarantee for the sales department to achieve the strategic goal.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F832.39

【參考文獻(xiàn)】

相關(guān)期刊論文 前9條

1 傅紅;段萬春;;基于生命系統(tǒng)理論的企業(yè)績效管理系統(tǒng)模式研究[J];科技管理研究;2010年06期

2 仲理峰,時(shí)勘;績效管理的幾個(gè)基本問題[J];南開管理評論;2002年03期

3 胡曉娣;;績效管理導(dǎo)入條件的確認(rèn)[J];企業(yè)改革與管理;2006年07期

4 田楊;羅瑞敏;;基于平衡計(jì)分卡的政策性銀行績效評價(jià)體系構(gòu)建[J];商場現(xiàn)代化;2009年04期

5 顧英偉;李娟;;關(guān)鍵績效指標(biāo)(KPI)體系研究[J];現(xiàn)代管理科學(xué);2007年06期

6 沈磊;;平衡計(jì)分卡在我國商業(yè)銀行績效管理中的應(yīng)用:問題與對策[J];新金融;2008年09期

7 石文伶;劉穎杰;;EVA與BSC相結(jié)合的企業(yè)業(yè)績評價(jià)[J];中國商界(下半月);2009年08期

8 張鼎昆;人類績效技術(shù)及其在企業(yè)中的應(yīng)用[J];中國管理科學(xué);2001年02期

9 張景志;現(xiàn)代企業(yè)的績效評估體系[J];中國人力資源開發(fā);2001年09期

相關(guān)碩士學(xué)位論文 前1條

1 陳愉;企業(yè)職工激勵與績效評估方案設(shè)計(jì)[D];重慶大學(xué);2003年

，

本文編號：1651337