本文選題：績(jī)效管理　切入點(diǎn)：商業(yè)銀行　出處：《河北經(jīng)貿(mào)大學(xué)》2017年碩士論文　論文類(lèi)型：學(xué)位論文

【摘要】：國(guó)有商業(yè)銀行作為國(guó)家級(jí)的金融企業(yè),占據(jù)國(guó)內(nèi)商業(yè)銀行主體位置,在我國(guó)經(jīng)濟(jì)金融的發(fā)展中具有舉足輕重的地位。盡管如此,在全球經(jīng)濟(jì)金融一體化發(fā)展的趨勢(shì)下,國(guó)內(nèi)外挑戰(zhàn)增多,國(guó)有商業(yè)銀行不得不積極應(yīng)戰(zhàn):國(guó)家正在對(duì)銀行業(yè)的資本結(jié)構(gòu)進(jìn)行調(diào)整轉(zhuǎn)變,今后的銀行業(yè)市場(chǎng)將不再是國(guó)有商業(yè)銀行獨(dú)領(lǐng)風(fēng)騷,民營(yíng)銀行與外資銀行的相繼成立,銀行業(yè)之間的競(jìng)爭(zhēng)益白熱化。國(guó)有商業(yè)銀行正在通過(guò)一系列優(yōu)化體系改革來(lái)提升企業(yè)實(shí)力,改革優(yōu)化的要領(lǐng)就是建立實(shí)施起來(lái)有效的績(jī)效管理體系。平衡計(jì)分卡和關(guān)鍵績(jī)效指標(biāo)作為先進(jìn)的績(jī)效管理工具,長(zhǎng)期受到研究人員的青睞。與傳統(tǒng)的績(jī)效考核方式比較,平衡計(jì)分卡把戰(zhàn)略作為導(dǎo)向,使企業(yè)的現(xiàn)實(shí)目標(biāo)與長(zhǎng)遠(yuǎn)發(fā)展統(tǒng)一在一起,對(duì)追求短期經(jīng)營(yíng)利潤(rùn)的短視行為進(jìn)行了規(guī)避,對(duì)財(cái)務(wù)、客戶、內(nèi)部業(yè)務(wù)流程以及學(xué)習(xí)與成長(zhǎng)四個(gè)維度的指標(biāo)體系進(jìn)行了融合,對(duì)非財(cái)務(wù)與財(cái)務(wù)指標(biāo)統(tǒng)籌兼顧,促使企業(yè)績(jī)效指標(biāo)的設(shè)置更趨科學(xué)化、管理活動(dòng)更加全面化,成功的促進(jìn)了企業(yè)戰(zhàn)略的實(shí)現(xiàn)。本文以中國(guó)建設(shè)銀行X分行為例,以X分行如今的績(jī)效考核情況為起點(diǎn),進(jìn)行分析研究,探尋其考核中存在的問(wèn)題,繼而將平衡計(jì)分卡引入其中,對(duì)X分行進(jìn)行績(jī)效管理體系優(yōu)化研究。第一步,分析X分行的整體戰(zhàn)略目標(biāo),并將其分解為四個(gè)維度的戰(zhàn)略目標(biāo);第二步,從各維度里提取關(guān)鍵績(jī)效因素,采取借鑒國(guó)內(nèi)外先進(jìn)研究成果的方法,另與行內(nèi)相關(guān)人員接洽溝通,選取各維度上的KPI指標(biāo);第三步,運(yùn)用層次分析法(AHP)對(duì)指標(biāo)權(quán)重分配計(jì)算,得出X分行平衡計(jì)分卡。本文旨在通過(guò)對(duì)X分行的案例研究,指出商業(yè)銀行績(jī)效管理體系中或許存在的普遍問(wèn)題,提供一種平衡計(jì)分卡的指標(biāo)設(shè)計(jì)和權(quán)重計(jì)算分配的方法,是以平衡計(jì)分卡為基礎(chǔ)的績(jī)效管理體系的優(yōu)勢(shì)體現(xiàn),為國(guó)有商業(yè)銀行績(jī)效管理體系的改革提供理論依據(jù)和現(xiàn)實(shí)案例。
[Abstract]:As a national financial enterprise, state-owned commercial banks occupy the main position of domestic commercial banks and play an important role in the economic and financial development of our country. However, in the trend of global economic and financial integration, With the increasing challenges at home and abroad, the state-owned commercial banks have to actively meet the challenge: the state is readjusting and transforming the capital structure of the banking industry, and the banking market will no longer be the sole leader of the state-owned commercial banks in the future. With the establishment of private banks and foreign banks, the competition between the banks has intensified. The state-owned commercial banks are promoting the strength of enterprises through a series of optimized system reforms. The key to reform and optimization is to establish an effective performance management system. As an advanced performance management tool, balanced Scorecard and key performance indicators have been favored by researchers for a long time. The balanced Scorecard takes the strategy as the guidance, unifies the realistic goal and the long-term development of the enterprise, has carried on the circumvention to the short-sighted behavior of pursuing the short-term operating profit, to the finance, the customer, The internal business process and the index system of the four dimensions of learning and growth have been integrated, and the non-financial and financial indicators have been taken into account in order to make the establishment of enterprise performance indicators more scientific and the management activities more comprehensive. This paper takes the X branch of China Construction Bank as an example, takes the performance appraisal situation of X branch as the starting point, carries on the analysis research, explores the existing problems in its appraisal. Then the balanced Scorecard is introduced into the system to optimize the performance management system of X branch. The first step is to analyze the overall strategic objectives of X branch and decompose them into four dimensions of strategic objectives. The key performance factors are extracted from each dimension, the method of drawing lessons from domestic and foreign advanced research results is adopted, and the related personnel in the industry are contacted to select the KPI index in each dimension. The third step, the weight distribution of the index is calculated by using the analytic hierarchy process (AHP). The purpose of this paper is to point out the common problems in the performance management system of commercial banks through the case study of X branch, and to provide a method of index design and weight calculation and distribution of the balanced scorecard. It is the advantage of the performance management system based on the balanced Scorecard, which provides the theoretical basis and practical case for the reform of the performance management system of the state-owned commercial banks.
【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】：2017
【分類(lèi)號(hào)】：F272.92;F832.33
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本文編號(hào)：1565105