【摘要】：近年來，我國商業(yè)銀行面臨復(fù)雜多變的金融環(huán)境。一方面，，隨著中國加入WTO，國內(nèi)金融市場全面開放，我國金融市場國際化為我國商業(yè)銀行帶來了不小的沖擊；另一方面，我國金融體制改革的不斷深化，使得銀行業(yè)的競爭正在不斷加劇，這為我國商業(yè)銀行的發(fā)展帶來了前所未有的機(jī)遇和挑戰(zhàn)。 過去幾十年中，國有大型商業(yè)銀行一直在國民經(jīng)濟(jì)中發(fā)揮著中流砥柱的作用。為了迎接未來的挑戰(zhàn)，國有大型商業(yè)銀行必須要繼續(xù)強(qiáng)化核心競爭力。績效考核作為商業(yè)銀行的一項(xiàng)基本管理職能，是建立科學(xué)運(yùn)作機(jī)制，進(jìn)而提升核心競爭力的有力武器。如何通過績效考核有效地衡量國有大型商業(yè)銀行的經(jīng)營績效，進(jìn)而有力地管理績效、提高銀行的核心競爭力，是國有大型商業(yè)銀行越來越不容忽視的問題。 鑒于此，本文以深圳農(nóng)業(yè)銀行A支行為例，對我國商業(yè)銀行，尤其是國有大型商業(yè)銀行的績效考核狀況進(jìn)行了深入研究。在研究績效考核的相關(guān)概念和基本理論的基礎(chǔ)上，對國內(nèi)外商業(yè)銀行績效考核發(fā)展的不同歷史階段進(jìn)行回顧。通過對近年來該領(lǐng)域內(nèi)國內(nèi)外相關(guān)研究進(jìn)行對比研究，發(fā)現(xiàn)我國商業(yè)銀行績效考核中普遍存在績效考核定位不清晰、指標(biāo)設(shè)置短期導(dǎo)向、缺乏與考核相配套的激勵措施、員工參與不足等問題。同時(shí)，本文進(jìn)一步以深圳農(nóng)業(yè)銀行A支行為例，解讀A支行績效考核體系，對A支行考核實(shí)踐中存在的具體問題進(jìn)行深入剖析，進(jìn)而以平衡計(jì)分卡為主要方法為深圳農(nóng)業(yè)銀行A支行探索一套相對科學(xué)合理、行之有效績效考核體系，也為我國商業(yè)銀行，尤其是國有大型商業(yè)銀行支行層級績效考核的研究與發(fā)展提供一些參考與借鑒。
[Abstract]:In recent years, China's commercial banks are faced with a complex and changeable financial environment. On the one hand, with China's entry into the WTO, the domestic financial market is fully open, and the internationalization of our financial market has brought not a small impact to our commercial banks; on the other hand, with the deepening of the reform of our financial system, The competition of banking is becoming more and more serious, which brings unprecedented opportunities and challenges to the development of commercial banks in China. In the past few decades, state-owned large commercial banks have been playing a mainstay role in the national economy. In order to meet the future challenges, state-owned large-scale commercial banks must continue to strengthen the core competitiveness. As a basic management function of commercial banks, performance appraisal is a powerful weapon to establish scientific operation mechanism and to enhance core competitiveness. How to effectively measure the operating performance of large state-owned commercial banks through performance appraisal, and then manage the performance effectively and improve the core competitiveness of the banks, are more and more problems that can not be ignored by large state-owned commercial banks. In view of this, this paper takes the A Branch of Agricultural Bank of Shenzhen as an example, and makes an in-depth study on the performance appraisal of Chinese commercial banks, especially the large state-owned commercial banks. On the basis of studying the related concepts and basic theories of performance appraisal, this paper reviews the different historical stages of the development of performance appraisal of commercial banks at home and abroad. Through a comparative study of domestic and foreign studies in this field in recent years, it is found that the performance appraisal of commercial banks in our country is generally lack of clear positioning, short-term orientation of indicators, and lack of incentive measures to match the performance appraisal. Lack of staff participation and other issues. At the same time, this paper takes the A Branch of the Agricultural Bank of Shenzhen as an example, explains the performance appraisal system of Sub-Branch A, and deeply analyzes the specific problems in the practice of the Appraisal practice of Sub-Branch A. Then the balanced Scorecard is used as the main method to explore a set of relatively scientific and reasonable, effective performance appraisal system for the Agricultural Bank of Shenzhen A, and also for the commercial bank of our country. Especially, the research and development of performance appraisal at branch level of large-scale state-owned commercial banks provide some reference and reference.
【學(xué)位授予單位】：云南財(cái)經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.33

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