农村合作金融机构在我国己发展 70 余年，是我国金融业重要的组成部分，特
别为支持“三农”及县域经济发展做出突出贡献。随着我国经济的高速发展，近几年
农信社股份制改造已经取得较大成效。但是，农村商业银行快速的经营发展与其
管理水平薄弱之间的矛盾日趋明显，大多数农村商业银行公司治理结构和内部控
制机制并不完善，尤其是对员工的绩效管理仍处于较低水平，如现行绩效管理体
系过分注重考核财务指标，在制定绩效考核指标时未做到与银行发展战略相衔接，
继续沿用改制前的绩效考核方式。科学合理的绩效考核体现会促使员工保持积极
主动的工作态度，而落后的绩效考核则会抑制银行的发展
本文选取具有代表性的延边农村商业银行为研究对象，通过深入的调查研究，
对其员工绩效考核现状与存在的问题进行详细的分析，使用关键绩效指标对延边
农村商业银行员工绩效考核方案进行优化设计，并提出保障优化后的绩效考核体
系得以顺利实施的有效措施。使用关键绩效指标的理论方法构建以发展战略为导
向的员工绩效考核体系，可以将企业的战略目标分解到人，明确员工考核的具体
标准和依据，能够有效提高员工的工作热情。在优化延边农村商业银行员工绩效
考核体系过程中设置了员工学习与成长等以企业的战略为导向的非财务指标，平
衡了企业长远发展与短期成果的需要。对不同岗位员工采取不同的考核指标可以
更准确的考核员工的工作情况。同时，本文可以为其他同类型的农村商业银行员
工绩效考核相关研究提供参考
关键词：农村商业银行；绩效考核体系；关键绩效指标II
Abstract
In recent years, with the rapid development of China&39;s economy and the
acceleration of globalization, the development of China&39;s banking industry has
undergone tremendous changes. Facing the increasingly complex economic
environment, commercial banks not only need to improve their financial assets and
liabilities of the management level, need to manage and optimize the level of corporate
governance, internal control, employee learning and other non-financial factors. It
requires banks to establish a scientific performance management system. By matching
the specific performance evaluation indicators with the development strategy of
commercial banks, the aim is to integrate resources and improve the management level.
Rural cooperative financial institutions have developed more than 70 years in
China, is an important part of China&39;s financial sector, especially to support the three
rural and the county economic development to make outstanding contributions. With
the rapid development of China&39;s economy, in recent years, the joint-stock reform of
rural credit cooperatives has made great achievements. However, the contradiction
between the rapid development of the rural commercial bank and its management level
is becoming more and more obvious. Most of the rural commercial bank corporate
governance structure and internal control mechanism is not perfect, especially for staff
performance management is still at a low level. Such as the current performance
management system emphasis on the assessment of financial indicators too much,
performance evaluation indicators are not in line with the development strategy of the
bank, continue to use the performance evaluation system before the reform. Scientific
and reasonable performance appraisal will encourage employees to maintain a positive
attitude towards work, and the performance of the latter will inhibit the development of
bank.
In this paper, we select the representative Yanbian rural commercial bank as the
research object. Through the deeply investigation and study, the present situation and
the existing problems of the staff performance appraisal are analyzed in detail. This
paper uses the key performance indicators to optimize the performance evaluation
program of Yanbian rural commercial bank, and puts forward the effective measures to
ensure the implementation of the performance appraisal system. Methods the use of key
performance indicators to construct performance appraisal system based on
development strategy, we can decompose the strategic objectives of the enterprise to the
people, specific standards and staff appraisal basis, can effectively improve the staff&39;sIII
working enthusiasm. Non financial indicators of employee learning and growth in the
enterprise strategy oriented set in the optimization of Yanbian rural commercial bank
employee performance appraisal system in the process of balancing the needs of
enterprise long-term development and short-term results. Different positions of staff to
take different assessment indicators can be more accurate assessment of the work of the
staff. At the same time, this paper can provide reference for other types of rural
commercial bank employee performance evaluation research.
Keywords: Rural commercial bank ； Performance evaluation system ； Key
Performance IndicatorII
目 录
摘要. I
ABSTRACT II
第 1 章 绪 论........ 4
1.1 研究背景及意义 ........... 4
1.1.1 研究背景 ........... 4
1.1.2 研究意义 ........... 4
1.2 国内外研究综述 ........... 4
1.2.1 国外研究综述 ....... 5
1.2.2 国内研究综述 ....... 5
1.3 研究内容及研究方法 ....... 6
1.3.1 研究内容 ........... 6
1.3.2 研究方法 ........... 4
1.4 本文创新点 ... 7
第 2 章 绩效考核的理论基础........ 8
2.1 绩效考核的概念 ........... 8
2.2 相关绩效考核方法 ......... 8
2.2.1 关键绩效指标(KPI) .. 8
2.2.2 平衡计分卡（BSC） .. 6
第 3 章 延边农村商业银行绩效考核现状分析..... 10
3.1 延边农村商业银行简介 .... 10
3.1.1 延边农村商业银行基本情况 ...... 10
3.1.2 延边农村商业银行战略发展规划 .. 13
3.2 延边农村商业银行绩效考核现状分析 .... 11
3.3.1 延边农村商业银行绩效考核体系现状 .......... 16
3.3.1 延边农村商业银行绩效考核满意度问卷调查 .... 16
3.3.2 调查结果分析 ...... 16
3.3 延边农村商业银行现行绩效考核体系存在的问题及成因17
3.4.1 忽视企业长远发展战略 .......... 17
3.4.2 缺乏对定性指标的考核 .......... 17
3.4.3 缺少对工作过程的分析 .......... 17
3.4.4 员工的参与不足 .... 18
第 4 章 延边农村商业银行绩效考核体系优化设计. 19
4.1 延边农村商业银行绩效考核体系优化设计原则 ........ 19
4.2 延边农村商业银行各岗位员工考核指标体系优化设计 .. 19
4.2.1 高级管理人员考核指标优化设计 .. 20
4.2.2 总行员工考核指标优化设计 ...... 25III
4.2.3 柜员考核指标优化设计 .......... 26
4.2.4 客户经理考核指标优化设计 ...... 28
4.3 延边农村商业银行员工绩效等级划分 .... 29
第 5 章 延边农村商业银行绩效考核优化的实施与保障......... 30
5.1 绩效考核的组织 .......... 30
5.2 绩效考核的辅导 .......... 30
5.3 绩效考核的方式与信息收集30
5.4 绩效考核的反馈与改进 .... 31
5.5 绩效考核的申诉与处理 .... 31
5.6 绩效考核结果的应用 ...... 31
第 6 章 结论与展望... 32
6.1 研究结论 .... 32
6.2 研究展望 .... 32
6.2.
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