【摘要】：隨著銀行業(yè)競爭的日益激烈，國內(nèi)有眾多銀行正在或者準(zhǔn)備應(yīng)用平衡計分卡這一戰(zhàn)略管理工具，以保持競爭優(yōu)勢，實(shí)現(xiàn)自身的經(jīng)營目標(biāo)。為保證平衡計分卡的成功應(yīng)用，企業(yè)需要對內(nèi)部結(jié)構(gòu)、制度等方面作出相應(yīng)調(diào)整，這勢必導(dǎo)致員工職能的調(diào)整和重新分配，與之伴隨的是能力的調(diào)整和心理上的調(diào)適。一旦員工不能調(diào)整好自身，做好角色定位和角色轉(zhuǎn)換，就可能出現(xiàn)心理壓力。這種壓力如果處置不當(dāng)，就會造成各種負(fù)面影響。目前，從組織層面的角度來研究平衡計分卡的文獻(xiàn)已日漸成熟，然而，從個體層面來考察平衡計分卡實(shí)施的影響的文獻(xiàn)還比較少有，鑒于此，本文從個體層面對實(shí)施平衡計分卡的影響進(jìn)行研究，主要考察平衡計分卡實(shí)施的不同狀況對銀行員工角色壓力的影響。 本文以平衡計分卡和角色壓力的理論為基礎(chǔ)，，對平衡計分卡運(yùn)用于銀行業(yè)的研究文獻(xiàn)和員工角色壓力的研究文獻(xiàn)進(jìn)行回顧，相關(guān)文獻(xiàn)表明，組織層面的因素對員工角色壓力存在影響，在此基礎(chǔ)上結(jié)合筆者對銀行員工進(jìn)行的訪談，提出命題：平衡計分卡的實(shí)施對銀行員工角色壓力具有影響。通過對訪談進(jìn)一步的研究，筆者發(fā)現(xiàn)平衡計分卡實(shí)施的不同狀況，對員工角色壓力的影響是存在差異的，據(jù)此提出了本文的假設(shè)。本文采用實(shí)證研究的方法，對實(shí)施平衡計分卡不同狀況的七家銀行的員工進(jìn)行問卷調(diào)查，并根據(jù)實(shí)施平衡計分卡的時間長短將收集到的數(shù)據(jù)分為未使用、使用時間短、使用時間長三組，運(yùn)用SPSS16.0對這三組數(shù)據(jù)進(jìn)行方差分析，檢驗(yàn)了實(shí)施平衡計分卡不同狀況銀行員工的角色壓力（角色沖突和角色模糊兩個維度）的變化，得出結(jié)論：1.使用平衡計分卡時間短的銀行員工感受到的角色沖突和角色模糊比沒有使用平衡計分卡的銀行高；2.使用平衡計分卡時間長的銀行員工感受到的角色沖突和角色模糊比使用平衡計分卡時間短的銀行低；3.使用平衡計分卡時間長的銀行員工感受到的角色沖突和角色模糊與沒有使用平衡計分卡的銀行無顯著區(qū)別。從未實(shí)施平衡計分卡到實(shí)施平衡計分卡時間長，員工感受到的角色壓力表現(xiàn)為“倒U”型曲線。然后對實(shí)證檢驗(yàn)的結(jié)果進(jìn)行討論，分析產(chǎn)生這種結(jié)果的可能原因，并結(jié)合當(dāng)前我國實(shí)行平衡計分卡的情況，提出管理建議：1.明確指標(biāo)體系的因果關(guān)系；2.使戰(zhàn)略成為每一個員工的日常工作；3.重視對員工的培訓(xùn)和溝通。文章最后對未來研究方向提出展望。
[Abstract]:With the increasingly fierce competition in the banking industry, many domestic banks are applying the balanced Scorecard as a strategic management tool in order to maintain their competitive advantage and achieve their business objectives. In order to ensure the successful application of balanced scorecard, enterprises need to adjust the internal structure, system and other aspects, which will inevitably lead to the adjustment and redistribution of staff functions, with the ability adjustment and psychological adjustment. Once the staff can not adjust themselves, do a good job of role positioning and role transformation, there may be psychological pressure. This pressure, if not handled properly, will cause a variety of negative effects. At present, the literature on the study of balanced scorecard from an organizational perspective has become more and more mature. However, there is little literature on the impact of the implementation of the balanced scorecard from the individual level. In view of this, This paper studies the impact of the implementation of balanced Scorecard from the individual level, mainly investigates the impact of different status of the implementation of balanced Scorecard on the role of bank staff pressure. Based on the theory of balanced scorecard and role pressure, this paper reviews the research literature on the application of balanced scorecard to banking and employee role pressure. The factors at the organizational level have an impact on the employee role pressure. Based on this, the author puts forward the proposition that the implementation of the balanced Scorecard has an impact on the role stress of the bank staff. Through further research on the interview, the author finds that the different conditions of balanced scorecard implementation have different effects on employee role pressure, and puts forward the hypothesis of this paper. In this paper, using the method of empirical research, the employees of seven banks implementing balanced scorecard are investigated by questionnaire, and according to the time of implementing balanced scorecard, the collected data are divided into unused, short use time. Using three groups of long time and using SPSS16.0 to analyze the variance of the three groups of data, this paper tests the change of role pressure (role conflict and role ambiguity) of bank employees in different status of implementing balanced scorecard, and draws the conclusion: 1. Bank employees who use BSC for a short period of time experience conflict and ambiguity in their roles 2. 5% higher than those without BSC. Bank employees who used the BSC for a long time felt less conflict and ambiguity in their roles than those who used the BSC for a short period of time. There is no significant difference between the bank employees who use the balanced scorecard for a long time and those who do not use the balanced scorecard. From never implementing the balanced scorecard to the implementation of the balanced scorecard for a long time, the role pressure felt by the staff is shown as "inverted U" curve. Then the paper discusses the results of empirical test, analyzes the possible reasons for this result, and puts forward some management suggestions: 1: 1, combined with the current implementation of balanced scorecard in China. Make clear the causality of the index system. Make strategy the daily work of every employee. Pay attention to staff training and communication. Finally, the future research direction is proposed.
【學(xué)位授予單位】：西南政法大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F832.3

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