虽然建设银行在国内银行业有极大的影响力，一直以来建行就对绩效管理建设也
非常重视，传统的绩效考核方式也解决了建行发展过程中的诸多问题，但是目前
建行平顶山分行绩效管理体系还存在考核维度单一、考核指标设计不够细化、指
标体系偏重于财务管理、绩效管理的前瞻性不够、绩效系统的建设不足、战略目
标不明确、激励反馈机制不清楚、改革动力因子过低等问题。因此，建行平顶山
分行在发展和竞争过程中更进一步的认识到科学的绩效管理体的作用，在本分行
系绩效管理体系和管理模式方面不断进行调整与优化，以优化绩效管理的核心竞
争力，从而为保障分行持续长久健康发展铺垫基石
本研究在综合研究考察国内外绩效研究的基础之上，从一般商业银行绩效管
理建构的基本理论、流程和原则出发。首先对建行平顶山分行的绩效管理现状进
行考察，通过对绩效方法、绩效结果的运用等多方面考察，并且进行有针对性的
问卷调查，得出目前该行存在的现实问题。进一步，根据该行的实际情况，制定
出符合实际的绩效管理优化体系，包括思路、指标和管理主体。再进一步，根据
优化体系的要求，进一步考察该体系得以落实的保障制度。总体来说，本文从系
统论的角度和整个银行运行的全局出发，对绩效管理进行系统化的研究。针对建
行平顶山分行的独特性，从战略目标到体系细节的设计，做出既符合国内外通行
理论，又符合当地实际情况的合理化的建议。希望对建行平顶山分行的绩效体系
改革有实际的帮助，同时，也期待能够为国内同行业的绩效管理提供借鉴性的提
示
关键词：建行平顶山分行, 绩效管理, 体系设计ABSTRACT
III
ABSTRACT
recent years, the domestic banking industry has been generally developed, all kinds
of banks are actively involved in market competition. Commercial banks, joint-stock
banks, regional banks, etc., are mushroomed development. The emergence of this
situation, making the competition between the banking industry is highly intense.
Specific to the Pingdingshan area, a variety of banks have stationed in Pingdingshan
area, and the banking business has been a rich and varied forms of development, has
completely changed the Pingdingshan area in the past four major behavior of the
situation. Therefore, the Construction Bank Pingdingshan Branch in recent years, the
development process, feel the increasing pressure of competition, which on the
construction of the construction of Pingdingshan Branch of the management and
development level put forward higher requirements. And performance management is
related to the business owners and employees of the important management factors,
although the Construction Bank in the domestic banking industry has great influence,
has been building the Bank on the performance management construction also
attaches great importance to the traditional performance appraisal methods also solved
China Construction Bank Pingdingshan Branch performance management system also
exists a single assessment dimension, the evaluation index design is not detailed
enough, the index system emphasis on financial management, performance
management is not enough forward-looking, lack of performance system, the strategy
The goal is not clear, the incentive feedback mechanism is unclear, the reform
motivation factor is too low and so on. Therefore, CCB Pingdingshan Branch has
further realized the role of scientific performance management in the process of
development and competition, and has been continuously adjusted and optimized in
the performance management system and management mode of this branch to
optimize the core competitiveness of performance management, Thus laying the
cornerstone for the sustainable long-term healthy development of the branch.
On the basis of comprehensive research and domestic and international performance
research, this study starts with the basic theory, process and principles of performance
management in general commercial banks. Firstly, the status and performance
management of the Pingdingshan branch of the investigation, the performance results
of performance method, application and so on, and the targeted questionnaire,
obtained the existing problems. Furthermore, according to the actual situation of the
bank, a practical performance management optimization system has been worked out,
including ideas, indicators and management subjects. Further, according to the
requirements of the optimization system, we further investigate the system to
implement the protection system. As a whole, this paper systematically studies
performance management from the point of view of system theory and the whole
situation of the whole bank operation. In view of the uniqueness of CCB
Pingdingshan branch, from the strategic objectives to the design of the system details,
the rationalization proposal which conforms to the domestic and international current西安电子科技大学硕士论文
IV
theories and meets the local actual situation is proposed. I hope that the construction
of the Pingdingshan branch of China Construction Bank&39;s performance system reform
has practical help, at the same time, also looking forward to the domestic industry
performance management to provide reference hints.
Key words: The construction bank X branch, Performance management, System
design插图索引
V
插图索引
图 1-1 本文技术路线图....7
图 2-2 平衡记分卡结构图...........11
图 2-1 绩效管理一般流程示意图..........13
图 4-1 战略导向型绩效管理体系设计的思路图.......... 28
图 4-2 绩效考核指标体系建立的主要流程...... 30
图 4-3 绩效主体制度优化设计过程...... 33
图 4-4 绩效考评循环图.. 33表格索引
VII
表格索引
表 2-2 SMART 原则解释表......11
表 3-1 经济资本系数表18
表 4-1 组织战略分解图28
表 4-2 组织级目标体....31
表 4-3 柜台员工绩效考核表....32
表 4-4 员工考核等级分布........35
表 4-5 年度考评流程表35目 录
IX
目 录
摘要..... I
ABSTRACT...........III
插图索引.........
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