过去的绩效评价只注重财务指标，缺乏对非财务指标的重视，不利
于长期目标的实现
本文首先回顾了平衡计分卡理论和银行绩效评价方法，结合当
前枣庄银行的战略目标对其适用平衡计分卡的可行性和必要性进行
了分析。其次，根据平衡计分卡理论,探讨枣庄银行在学习与成长、
客户、财务和内部流程四个维度的指标设计，并分别对四维度指标
进行具体化，在各维度设置了 3-5 个细分指标，形成了一个全面的
绩效评价指标体系，并运用层次分析法和专家调查方法，对评价指
标体系中的各类指标和单个指标赋予了权重，并进行了一致性检验，
证明了权重的可靠性。最后结合枣庄银行实际运行情况，对其当前
适用平衡计分卡需要采取的保障措施提出可行性建议
关键词：绩效评价；平衡计分卡；枣庄银行III
Abstract
At present, the financial situation at home and abroad is complicated, the
opening of the financial market is increasing day by day, the competition between
the banking industry is more intense, the commercial banks constantly adjust their
own business strategy, strengthen the business innovation, and constantly improve
the customer service level, so as to enhance the profitability. Therefore, how to
evaluate the performance of banks based on the strategic layout is particularly
important. Past performance evaluation only focus on financial indicators, lack of
attention to non-financial indicators, it is not conducive to the realization of
long-term goals.
This paper first reviews the Balanced Scorecard theory and the bank
performance evaluation method, and analyzes the feasibility and necessity of
applying the Balanced Scorecard in combination with the strategic goal of
Zaozhuang Bank. Secondly, according to the theory of Balanced Scorecard, this
paper discusses the design of Zaozhuang Bank in four dimensions of learning and
growth, customer, finance and internal flow, and respectively analyzes the four
dimensions,makes the four dimensions indexed in three to five dimensions, and
forms a comprehensive performance evaluation index system. Using the method of
analytic hierarchy process and expert survey method, we give weight to each index
in the evaluation index system, and carry out the consistency test, which proves the
reliability of the weight. Finally, based on the actual operation of Zaozhuang Bank, it
puts forward some feasible suggestions on how to adopt the safeguard measures
which need to take the balanced scorecard.
Key words: performance evaluation；Balanced Scorecard；Zaozhuang BankIV
目 录
第一章 绪论.........1
1.1 研究背景及意义..........1
1.1.1 选题背景.......1
1.1.2 研究意义....2
1.2 研究综述.........3
1.2.1 关于商业银行绩效评价的研究现状........3
1.2.2 商业银行的传统绩效评价方法.... 7
1.2.3 商业银行传统绩效评价方法的问题........8
1.2.4 文献评析.....9
1.3 研究设计.......10
1.3.1 研究内容..10
1.3.2 研究方法...11
第二章平衡计分卡相关理论综述......... 12
2.1 平衡计分卡的理论概述.......12
2.2 平衡计分卡国内外研究现状.......... 14
2.2.1 国外研究现状......14
2.2.2 国内研究现状.......14
3.1 枣庄银行绩效评价现状...... 17
3.1.1 枣庄银行基本情况介绍.. 17
3.1.2 枣庄银行业绩考评现状.. 17
3.2 枣庄银行引入平衡计分卡的必要性与可行性......18
3.2.1 枣庄银行引入平衡计分卡的必要性......18
3.2.2 枣庄银行引入平衡计分卡的可行性......19
第四章枣庄银行绩效评价指标设计..... 21
4.1 指标体系构建的思路与原则.......... 21
4.1.1 设计思路...21
4.1.2 设计原则...21
4.2 枣庄银行的战略重点...........22
4.3 枣庄银行平衡计分卡的维度分析.. 24
4.3.1 财务维度...24
4.3.2 客户维度...24
4.3.4 学习和成长维度...25
4.4 针对枣庄银行的平衡计分卡指标设计......26
4.4.1 财务维度的平衡计分卡指标设计..........26
4.4.2 顾客维度的平衡计分卡指标设计..........27
4.4.3 内部流程维度的平衡计分卡指标设计..28
4.4.4 学习与成长维度的平衡计分卡指标设计..........28
4.5 指标权重设定...........30V
4.5.1 建立指标体系层级结构. 30
4.5.2 构造判断矩阵并确定权重.......... 31
第五章 枣庄银行在实施平衡计分卡过程中应注意的问题、保障措施及实施后效果......34
5.1 实施过程中应注意的问题...34
5.1.1 基于平衡记分卡的关键性能指标的动态性能..34
5.1.2 提高各级员工
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