本文關(guān)鍵詞： 商業(yè)銀行 績效考核 指標(biāo)體系　出處：《河北經(jīng)貿(mào)大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

【摘要】：近年來，伴隨著金融危機(jī)的遠(yuǎn)去，國際國內(nèi)銀行業(yè)開始了重新洗牌，競爭力度不斷加大，部分銀行沒有經(jīng)受住危機(jī)的考驗(yàn)，被市場所淘汰，有的銀行抓住了機(jī)會(huì)，大刀闊斧的進(jìn)行了改革，在激烈的行業(yè)競爭中搶占兩一席之地。中國銀行業(yè)經(jīng)受住了考驗(yàn)，充分利用自身優(yōu)勢，不斷加快改革步伐，國有骨干大型銀行全部完成股改，順利上市，全國性股份制銀行抓住歷史發(fā)展機(jī)遇，迅速在空白地區(qū)布局，地方性中小銀行也不甘落后，大跨步發(fā)展。HC銀行是中國城市銀行近年來發(fā)展變革的一個(gè)縮影，在享受金融改革成果的同時(shí)，必須要注意到自身的內(nèi)生動(dòng)力不足，核心競爭力還比較弱，要想實(shí)現(xiàn)可持續(xù)發(fā)展，必須搶占人力資源開發(fā)與管理的制高點(diǎn)，而人才開發(fā)利用所得核心環(huán)節(jié)就是必須建立健全科學(xué)合理高效的績效考核制度[3]。 在本文中，筆者通過采用理論分析與借鑒、實(shí)證調(diào)查與比較研究、歸納總結(jié)與實(shí)例分析等方法確立了HC銀行績效考核制度研究的架構(gòu)。首先，筆者對(duì)績效考核的基礎(chǔ)理論進(jìn)行認(rèn)真研究，從中提煉出了績效考核包含的主要內(nèi)容、分類，并對(duì)現(xiàn)代企業(yè)常用的關(guān)鍵指標(biāo)法、平衡記分卡、目標(biāo)管理法等績效考核方法進(jìn)行了深入分析，研究了每種方法的特征、適用對(duì)象、優(yōu)缺點(diǎn)等，，以期從中找出最貼合HC銀行績效考核實(shí)際的工具，為優(yōu)化設(shè)計(jì)HC銀行考核方案提供了理論基礎(chǔ)。其次，深入研究了國內(nèi)外商業(yè)銀行在績效考核方面的具體實(shí)踐和特點(diǎn)，通過分析國外先進(jìn)銀行績效考核先進(jìn)實(shí)踐經(jīng)驗(yàn)和國內(nèi)銀行在此方面的差異，得出了幾點(diǎn)有益的啟示，為優(yōu)化設(shè)計(jì)HC銀行方案提供了實(shí)證參考。再次，對(duì)HC銀行進(jìn)入了整體研究，明晰了該行基本行情、業(yè)務(wù)范圍、組織架構(gòu)和人員結(jié)構(gòu)，闡述了HC銀行從建立到現(xiàn)在各個(gè)階段的績效考核情況，針對(duì)HC銀行績效考核實(shí)際情況，歸納總結(jié)了現(xiàn)在執(zhí)行過程中存在的一些突出性的問題，并對(duì)這些問題進(jìn)行了深入分析。筆者結(jié)合績效考核理論基礎(chǔ)，抓住矛盾的主要環(huán)節(jié)和關(guān)鍵點(diǎn)，有效運(yùn)用多種考核工具對(duì)該行績效考核方案進(jìn)行了優(yōu)化設(shè)計(jì)。優(yōu)化方案中采用了差異化設(shè)計(jì)理念，提出了考核必須遵守的原則，貼合的考核思路及科學(xué)合理的各類考核指標(biāo)及分配權(quán)重，明確了考核流程和考核周期。優(yōu)化后的考核方案基本能夠覆蓋到HC銀行各類崗位和員工，考核結(jié)果更加公平公正合理，充分體現(xiàn)了按勞分配、以績?nèi)〕甑目己四繕?biāo)，對(duì)員工工作主動(dòng)性和積極性能起到更大的促進(jìn)作用。 為使優(yōu)化后的考核制度能夠被有效貫徹執(zhí)行，筆者根據(jù)實(shí)際，提出了幾條和新方案配套執(zhí)行的保障性條款，基本上形成了一套較為完整的績效考核體系。 HC銀行作為地方性法人銀行，和很多中小銀行有相似之處，希望本成果能對(duì)類似機(jī)構(gòu)起到一些指導(dǎo)和借鑒作用，通過完善績效考核制度來推動(dòng)銀行業(yè)的發(fā)展，切實(shí)實(shí)現(xiàn)合規(guī)經(jīng)營,有效履行社會(huì)責(zé)任，為地方經(jīng)濟(jì)發(fā)展提供更好的金融服務(wù)和支持。
[Abstract]:In recent years, with the receding of the financial crisis, international and domestic banking industry began to re shuffle, the competition has intensified, some banks have not withstood the crisis, some banks are out of the market, seize the opportunity, make snap of reform and the two occupy a space for one person in the fierce competition in the industry. China banking experience the test, make full use of its advantages, accelerating the pace of reform, state-owned large banks completed the share reform, the successful listing of national joint-stock banks seize the historical opportunity for development, rapidly in the blank area of the layout, the local small and medium-sized banks is not far behind, the development of.HC bank big step is a microcosm of the development and change of China city bank in recent years, in the enjoyment of the results of the financial reform at the same time, we must pay attention to their own internal power shortage, the core competitiveness is still relatively weak, in order to achieve sustainable To develop, we must seize the commanding heights of human resources development and management. The core link of talent development and utilization is to establish a scientific, reasonable and efficient performance appraisal system, [3]..
In this paper, the author uses theoretical analysis and reference, and comparative research and empirical investigation, summarizes the methods of case analysis established the study of the performance appraisal system of HC bank architecture. Firstly, the author carefully studied the basic theory of performance appraisal, abstracted the main contents, including the classification and performance appraisal. On the modern enterprise common key index method, balanced scorecard, management by objectives and performance evaluation methods are analyzed, the characteristics of each method for the object, the advantages and disadvantages, in order to find out the best fit HC bank performance appraisal tool from the practical, provides a theoretical basis for the optimization design of HC bank evaluation scheme. Secondly, in-depth study of the practice and characteristics of domestic and foreign commercial banks in the performance appraisal, through the analysis of foreign advanced bank performance appraisal advanced experience and domestic banks The difference in this aspect, it draws some beneficial enlightenment, and provide empirical reference for the optimization design of HC bank program. Again, on the banks of HC into the overall research, clarify the basic situation, business scope, organizational structure and personnel structure, elaborated the HC bank from the establishment to the present situation of performance evaluation of each stage HC, according to the actual situation of bank performance appraisal, summarizes some outstanding problems existing in the implementation process, and these problems are analyzed. Combining with the basic theories of performance appraisal, the main part and key point to seize the contradiction, the effective use of various assessment tools to optimize the design of the performance appraisal the optimization scheme used in the scheme. The differentiation design concept, put forward the appraisal must abide by the principles, adhering to the scientific and reasonable evaluation method and all kinds of assessment indexes and the distribution of weight, clear The assessment process and evaluation assessment cycle. Optimized plan to cover basic to various positions and staff of HC bank, the assessment results more fair and reasonable, fully embodies the distribution according to work, with the reward of the achievement appraisal target, initiative and positive performance of the staff to play a greater role in promoting.
In order to effectively implement the optimized examination system, the author put forward several safeguards for supporting the implementation of the new plan according to the actual situation, and basically formed a relatively complete performance appraisal system.
HC bank as local banks, are similar and many small and medium-sized banks, hope the results to some guidance and reference for similar institutions, to promote the development of the banking industry by improving the performance appraisal system, the practical realization of compliance management, effectively fulfill their social responsibilities, provide better financial services and support for the local the development of economy.

【學(xué)位授予單位】：河北經(jīng)貿(mào)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33;F272.92

【引證文獻(xiàn)】

相關(guān)期刊論文 前1條

1 葉偉銘;;構(gòu)建銀行業(yè)績效考核體系的實(shí)踐探討[J];財(cái)經(jīng)界(學(xué)術(shù)版);2017年05期

相關(guān)碩士學(xué)位論文 前8條

1 黃恬恬;ZDT集團(tuán)江西HD有限公司績效考核的優(yōu)化研究[D];南昌大學(xué);2016年

2 姜曉;山東省東阿縣CJ鄉(xiāng)衛(wèi)生院臨床醫(yī)療科室績效考核方案設(shè)計(jì)研究[D];陜西師范大學(xué);2016年

3 張浩;沈陽地區(qū)A銀行網(wǎng)點(diǎn)績效考核體系改進(jìn)研究[D];大連理工大學(xué);2015年

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5 曹翔;農(nóng)村商業(yè)銀行客戶經(jīng)理工作平臺(tái)的設(shè)計(jì)與實(shí)現(xiàn)[D];湖南大學(xué);2015年

6 譚丙才;Y市農(nóng)業(yè)銀行電子銀行業(yè)務(wù)績效考核的實(shí)證研究[D];江西師范大學(xué);2015年

7 張婧宇;ZT銀行某分行零售產(chǎn)品營銷中心績效考核案例研究[D];遼寧科技大學(xué);2015年

8 聶平;農(nóng)行賀蘭縣支行員工績效考核方案再設(shè)計(jì)[D];寧夏大學(xué);2015年

本文編號(hào)：1481792