本文關(guān)鍵詞：基于平衡計分卡的Z銀行績效管理研究　出處：《中國海洋大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 商業(yè)銀行 績效管理 體系 平衡計分卡

【摘要】：隨著人力資源開發(fā)與管理在企業(yè)運(yùn)營中地位的提升，如何做好績效管理逐漸成為理論界探討的熱點(diǎn)和企業(yè)界關(guān)注的焦點(diǎn)。本文以績效管理理論為基礎(chǔ)，提出了商業(yè)銀行分支機(jī)構(gòu)、部門和崗位推行績效管理的具體方案，并指出只有緊密結(jié)合銀行實(shí)際選擇不同的績效管理方法，商業(yè)銀行的績效管理才能有更加廣闊的應(yīng)用前景。 從績效管理的核心概念以及相關(guān)的理論分析入手，在對銀行業(yè)進(jìn)行特點(diǎn)分析的基礎(chǔ)上，采用宏觀的、微觀的研究視角，研究Z銀行績效管理現(xiàn)狀，，提出銀行業(yè)績效管理的系統(tǒng)和重點(diǎn)采用的績效考評方法。 通過引入平衡計分卡（Banlanced Scord Card，簡稱BSC），建立一套可行、有效而具有操作性的績效管理方案，提高績效管理的科學(xué)性，提高企業(yè)人力資源管理和開發(fā)水平。平衡計分卡是將企業(yè)戰(zhàn)略目標(biāo)逐層分解轉(zhuǎn)化為各種具體的相互平衡的績效考核指標(biāo)體系，并對這些指標(biāo)的實(shí)現(xiàn)狀況進(jìn)行不同時段的考核，從而為戰(zhàn)略目標(biāo)的完成建立起可靠的執(zhí)行基礎(chǔ)的績效管理體系。在平衡計分卡的戰(zhàn)略轉(zhuǎn)化為行動的實(shí)施過程中，引入激勵手段和機(jī)制，既實(shí)現(xiàn)了戰(zhàn)略動態(tài)評價和管理，又體現(xiàn)了當(dāng)今績效管理理論的發(fā)展趨勢。 平衡計分卡從財務(wù)、客戶、內(nèi)部流程、學(xué)習(xí)成長四個維度更全面的考慮了影響Z銀行績效的因素，它能使銀行對自身的關(guān)鍵能力和不足之處有清晰的認(rèn)識，幫助Z銀行及時發(fā)現(xiàn)問題，分析實(shí)際績效達(dá)不到預(yù)期目標(biāo)的原因。實(shí)現(xiàn)了Z銀行外部衡量和內(nèi)部衡量間的平衡、定量衡量和定性衡量間的平衡、短期目標(biāo)和長期目標(biāo)間的平衡、落后指標(biāo)與領(lǐng)先指標(biāo)的平衡。通過對Z銀行建立現(xiàn)代績效管理體系的探索，也為其他金融企業(yè)建立和完善績效管理制度提供借鑒。
[Abstract]:With the status of human resource development and management in enterprise operation, how to do the performance management has gradually become the focus of academic and business circles. The focus of this paper is based on performance management theory, a branch of the commercial bank put forward specific programs to implement performance management departments and positions, and points out that only by combining the actual bank the performance of different management methods, the commercial bank's performance management in order to have a more broad application prospects.
From the analysis of the core concepts of performance management and the related theory, based on analysis of the characteristics of the banking industry, the macroscopic and microcosmic perspective, the research of Z bank performance management situation, put forward an evaluation of banking performance management system and the focus of performance.
Through the introduction of the Balanced Scorecard (Banlanced Scord Card, referred to as BSC), a set of feasible, effective and practical performance management system, improve the scientific performance management, improve the level of enterprise human resources management and development. The balanced scorecard is the enterprise strategic target decomposition into balance each other kinds of concrete the performance evaluation index system, different time and achieve the status of these indicators assessment, so as to establish strategic goals to perform reliable performance management system. In the Strategic Balanced Scorecard to implement process action in the introduction of incentives and mechanisms, not only to achieve the dynamic evaluation and management strategy again, reflects the tendency of the theory of performance management.
The balanced scorecard from financial, customer, internal processes, learning and growth in four dimensions, a more comprehensive consideration of the factors influencing the Z performance of the bank, it can make the key ability of the bank for their own shortcomings and have a clear understanding of the bank to help Z to find problems in time, cause analysis of actual performance not up to the expected goal. To achieve Z external and internal bank measure measure the balance between quantitative evaluation and qualitative measure of the balance between short-term and long-term goal of the balance between the backward indexes and the leading indicators of the balance. By exploring the establishment of modern performance management system of Z bank, as well as other financial enterprises to establish and perfect the performance management system to provide reference.

【學(xué)位授予單位】：中國海洋大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33

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