發(fā)布時(shí)間：2018-09-11 13:26

【摘要】：伴隨著經(jīng)濟(jì)全球化的不斷推進(jìn)以及我國(guó)經(jīng)濟(jì)的快速發(fā)展,金融市場(chǎng)的發(fā)展已逐步和國(guó)際化金融市場(chǎng)進(jìn)行接軌。傳統(tǒng)的績(jī)效管理方法主要是以財(cái)務(wù)指標(biāo)作為標(biāo)準(zhǔn)來(lái)衡量其自身經(jīng)營(yíng)業(yè)績(jī)和成果,忽略了非財(cái)務(wù)指標(biāo)在銀行未來(lái)發(fā)展過程中所能起到的重要意義,所以,設(shè)計(jì)符合自身的且能夠有效實(shí)施的績(jī)效考核工具是現(xiàn)代銀行迫切需要完成的一項(xiàng)重要工作。作為目前出現(xiàn)的一種新型的績(jī)效管理和評(píng)價(jià)工具的平衡計(jì)分卡,對(duì)于企業(yè)的戰(zhàn)略發(fā)展和內(nèi)部運(yùn)轉(zhuǎn)等有著極其重要的作用,平衡計(jì)分卡通過四個(gè)維度明確組織的戰(zhàn)略目標(biāo),同時(shí)進(jìn)行逐級(jí)地分解與細(xì)化,把各個(gè)指標(biāo)落實(shí)到每個(gè)部門乃至每個(gè)員工層面,在某種角度和一定程度上講,規(guī)避了傳統(tǒng)的主要把財(cái)務(wù)指標(biāo)作為主要衡量標(biāo)準(zhǔn)的績(jī)效管理所存在的弊端。本文闡述了績(jī)效管理的國(guó)內(nèi)外研究現(xiàn)狀,明確了績(jī)效管理的具體內(nèi)涵和意義,通過對(duì)傳統(tǒng)型績(jī)效管理工具進(jìn)行分析研究,找出了這些績(jī)效考核方法存在的缺陷。本文以建設(shè)銀行松原分行為研究對(duì)象,主要采用調(diào)查問卷法對(duì)建設(shè)銀行松原分行的績(jī)效管理現(xiàn)狀進(jìn)行了深入分析和研究,找出其績(jī)效管理存在的問題以及原因。引入了平衡計(jì)分卡的理論,在對(duì)其基本內(nèi)容框架和核心思想進(jìn)行詳細(xì)闡述之后,結(jié)合建設(shè)銀行松原分行的自身實(shí)際情況和戰(zhàn)略目標(biāo),從平衡計(jì)分卡的財(cái)務(wù)、客戶、內(nèi)部業(yè)務(wù)流程和學(xué)習(xí)與成長(zhǎng)四個(gè)維度出發(fā),采用問卷調(diào)查法選取關(guān)鍵績(jī)效考核指標(biāo)并賦予相應(yīng)權(quán)重,為建設(shè)銀行松原分行設(shè)計(jì)了一套平衡計(jì)分卡的績(jī)效管理體系,并在論文最后闡述了平衡計(jì)分卡在具體應(yīng)用時(shí)需要注意的事項(xiàng)和有效實(shí)施的保障措施。本文的主要貢獻(xiàn)是提出基于平衡計(jì)分卡的商業(yè)銀行績(jī)效管理模式,結(jié)合建設(shè)銀行松原分行實(shí)際情況和戰(zhàn)略目標(biāo)為其建立了一套科學(xué)且行之有效的績(jī)效管理體系,為其他商業(yè)銀行建立符合自身發(fā)展的績(jī)效管理體系,具有一定的現(xiàn)實(shí)借鑒意義。
[Abstract]:With the development of economic globalization and the rapid development of China's economy, the development of financial market has been gradually in line with the international financial market. The traditional performance management method mainly uses the financial index as the standard to measure its own business performance and achievement, neglecting the important significance that the non-financial index can play in the future development process of the bank, so, It is an urgent task for modern banks to design an effective performance appraisal tool. As a new performance management and evaluation tool, the balanced scorecard plays an extremely important role in the strategic development and internal operation of the enterprise. The balanced scorecard defines the strategic objectives of the organization through four dimensions. At the same time, they are divided and refined step by step, each index is implemented to every department and even every employee level, in a certain angle and to a certain extent, Avoid the traditional financial indicators as the main measurement of performance management shortcomings. This paper expounds the current research situation of performance management at home and abroad, clarifies the concrete connotation and significance of performance management, and finds out the defects of these performance appraisal methods by analyzing and studying the traditional performance management tools. This paper takes Songyuan Branch of China Construction Bank as the research object, mainly adopts the questionnaire method to deeply analyze and study the current situation of the performance management of Songyuan Branch of China Construction Bank, and find out the existing problems and reasons of the performance management of Songyuan Branch of China Construction Bank. This paper introduces the theory of balanced Scorecard, after expounding its basic content frame and core idea in detail, combining with the actual situation and strategic goal of Songyuan Branch of China Construction Bank, from the financial affairs of balanced Scorecard, the customer, Starting from the four dimensions of internal business process and learning and growth, this paper selects the key performance evaluation indicators and gives the corresponding weights by questionnaire, and designs a performance management system of balanced scorecard for Songyuan Branch of China Construction Bank. At the end of the paper, the points needing attention and the effective measures to implement the balanced Scorecard are discussed. The main contribution of this paper is to put forward the performance management model of commercial banks based on balanced scorecard, and to establish a set of scientific and effective performance management system for Songyuan Branch of China Construction Bank in combination with its actual situation and strategic objectives. It is of practical significance for other commercial banks to establish a performance management system that conforms to their own development.
【學(xué)位授予單位】：吉林財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F832.33

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