本文關鍵詞： XY銀行 東莞D支行 績效考核 體系優(yōu)化 平衡計分卡　出處：《廣東財經大學》2017年碩士論文　論文類型：學位論文

【摘要】：在激烈競爭的市場環(huán)境下,尤其是在2015年我國完成利率市場化之后,利率市場化改變了銀行業(yè)已習慣的利率決定機制和變動規(guī)律,此變化對于股份制商業(yè)銀行而言是一種巨大的挑戰(zhàn)。最大也是最根本的問題在于:存款利率的提高、存貸款利率之間的拉近,使得銀行面臨著更嚴峻的生存環(huán)境,而股份制商業(yè)銀行要生存必然要改變以往過度依賴利差的習慣,對政策作出根本性的調整。而存貸利差差距的縮小,使得銀行業(yè)之間的競爭變得日益激烈,促使商業(yè)銀行發(fā)展中間業(yè)務并加強綜合化經營和爭相引進高素質人才。各商業(yè)銀行為能在激烈市場化環(huán)境下獲得長遠發(fā)展,便紛紛在積極擴大市場、提升服務質量、拓展和維護客戶關系、吸引和留住人才、優(yōu)化績效考核體系等方面展開一系列的行動。對于股份制商業(yè)銀行下的分支機構,不斷優(yōu)化績效考核體系是其吸引和留住人才的重要措施,同時也是總行對分支機構業(yè)務發(fā)展情況、盈利能力、管理水平等進行了解的重要途徑之一。本文在對商業(yè)銀行績效考核理論綜述基礎上,以實地調查和訪談的方式,對東莞D支行的績效考核實施情況進行了解,并結合東莞D支行績效考核實施情況而分析其績效考核體系存在的問題,最后提出東莞D支行實施平衡計分卡進行績效評價的必要性和可行性分析。在該章分析基礎上,為改善東莞D支行績效考核體系存在的問題,基于平衡計分卡理論,從平衡計分卡的財務指標、客戶指標、內部流程指標、學習與成長指標入手,為XY銀行東莞D支行設計績效評價體系,并對東莞D支行績效評價指標權重進行設計,最后再結合東莞D支行績效考核評價體系設計結果,為該支行擬成功實施平衡計分卡的要素及落實對策,并對該支行運用平衡計分卡考核體系做出適當評價。
[Abstract]:In the fierce competitive market environment, especially after our country completed the interest rate marketization in 2015, the interest rate marketization has changed the interest rate decision mechanism and the change law which the banking industry has been used to. This change is a great challenge for joint-stock commercial banks. The biggest and most fundamental problem lies in: the increase of deposit interest rate and the narrowing of deposit and loan interest rates make banks face a more severe living environment. If joint-stock commercial banks want to survive, they must change the habit of relying too much on spreads and make fundamental adjustments to their policies. The narrowing of the gap between deposit and loan interest rates makes the competition between banks become more and more fierce. To urge commercial banks to develop intermediate business, strengthen comprehensive management and compete to introduce high-quality personnel. In order to achieve long-term development in a fierce market-oriented environment, commercial banks are actively expanding the market and improving service quality. Develop and maintain customer relations, attract and retain talent, optimize performance appraisal system, etc. For branches of joint-stock commercial banks, The continuous optimization of the performance appraisal system is an important measure to attract and retain talents, and it is also the development of the branch business and the profitability of the head office. On the basis of summarizing the theory of performance appraisal of commercial banks, this paper, based on field investigation and interview, makes an understanding of the implementation of performance appraisal in Dongguan D Branch. The problems in the performance appraisal system of Dongguan D Branch are analyzed. Finally, the necessity and feasibility of implementing balanced Scorecard in Dongguan D Branch are analyzed. In order to improve the problems existing in the performance appraisal system of Dongguan D Branch, based on the theory of balanced Scorecard, this paper starts with the financial index, customer index, internal flow index, learning and growth index of balanced Scorecard. The performance evaluation system of Dongguan D Branch of XY Bank is designed, and the weight of performance evaluation index of Dongguan D Branch is designed. Finally, the design results of performance evaluation system of Dongguan D Branch are combined with the design results of the performance evaluation system of Dongguan D Branch. The key elements of the balanced scorecard and its countermeasures are proposed for the successful implementation of the sub-branch, and an appropriate evaluation is made for the application of the balanced scorecard assessment system in the sub-branch.
【學位授予單位】：廣東財經大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F832.33

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本文編號：1514268