本研究选取A银行作为国内商业银行的代表,基于战略绩效管理思想,将平衡计分
卡理论引入到A银行的绩效管理体系之中,同时将绩效管理建立在岗位分析之上,希望
能够帮助A银行改善绩效管理,提高其员工对该行绩效管理制度的认可和满意程度。在
解决A银行绩效管理方面存在问题基础上,希望给其他具有类似问题银行提供解决思路
上的提示。本研究综合运用文献资料法、案例分析法、问卷调查法进行开展,在查阅包
括实体图书馆、数字图书馆以及网络文献基础上,选择A银行作为案例对象,并在A银
员工中展开了一次关于现行绩效管理体系认可程度的调查。得到研究结论如下:
第一,在对A银行服务于其银行战略的绩效考核体系进行研究后发现,A银行虽然
建立了针对机构及部门的绩效考核体系,但其针对员工层面的绩效管理在精细化、科学
化和规范化上还有待进一步提高:计划阶段,不能仅局限于总行、省行要求,需要在精
细化管理上进一步完善;跟踪阶段,不能仅局限于员工业绩记录,需要在跟踪中增加持
续的反馈和进一步的拓展工作;考核阶段,不能仅局限于奖金奖励,需要在辅助激励多
样化上多做努力,同时要在奖励中体现差异性和层次性,以增强激励效果;反馈阶段,
不能仅仅局限于签字反馈的形式,需要将体系中各个环节的反馈串联起来,真正达到其
应有效果
第二,A银行没有将其银行战略目标和员工绩效考核体系相统一,从而导致A银行
出现诸多问题:绩效管理与银行战略相脱离,绩效管理等同绩效考核,缺乏重点及长效
目标;绩效管理没有考虑到地域差异和岗位差异,一刀切的标准伤害不同地区银行分部
和不同岗位员工的工作热情及积极性;绩效管理激励效果差,对员工的激励和约束作用
很难体现,员工绩效管理参与度低;绩效管理沟通和反馈环节缺乏,银行员工在工作方
向上缺乏正确引导
第三,针对A银行存在的以上问题,本研究尝试从多方面对应性的提出了解决思路:
统一 A银行的战略目标与绩效管理,建立A银行绩效管理体系规则,引入“平衡计分卡”
I 西北大学硕士学位论文
设置银行四个维度目标并严格执行;对A银行不同区域、不同岗位进行划分,按照这个
划分依据各个区域、各个岗位的具体实际设置不同的绩效考核方案;绩效奖励从薪酬、
职位乃至员工个人发展等多方面进行完善,奖惩分明且具有层次区别;制定严格的绩效
考核流程,对每一位员工的绩效目标完成情况开展及时的监督和连续反馈,完善绩效反
馈机制及制度,对员工进行绩效辅导、绩效总结以及相应的培训,在银行战略方向上给
予员工方向引导。这些解决思路,希望可以对A银行问题的解决提供帮助,并对其他银
行解决类似问题提供一定的启发
第四,本研究研究结果立足于对A银行员工的问卷调查及访谈,受各方面条件的限
制,本研究研究问题及解决思路主要适用于A银行,对其他银行适用性有待验证,本研
究不具普适性;在研究理论上更多的参考了平衡计分卡理论,鉴于笔者知识储备的局限
性,研究理论深度远远不够,研究层次具有一定的片面性。在今后的研究中,如有条件
和可能,开展全国性的调研和访谈,进一步完善本研究,形成普适性的研究结论指导全
国各大银行绩效管理体系的实践;在研究理论深度上进一步拔高,将绩效管理相关的其
他理论完善进来,提高研究的层次和深度
关键词:银行,绩效管理体系,平衡计分卡,优化策略
n Abstract
Abstract
Modem enterprise management will rise to the height of the strategic performance
management, and the balanced scorecard is one of the tools of enterprise strategic
performance management. Many companies use the Balanced Scorecard to start performance
management and performance appraisal. The core idea of the balanced scorecard is to
decompose the strategic objectives of the enterprise, and then find the appropriate
performance management methods and performance evaluation methods in different
dimensions.
This study selected A Bank as a representative of domestic commercial banks, based on
the strategic performance management ideas, the Balanced Scorecard theory into the A Bank&39;s
performance management system, while the performance management based on job analysis,
hoping to help A Banks improve performance management and improve their employees1
recognition and satisfaction with the performance management system of the bank. On tiie
basis of solving the problem of A Bank＊s performance management, it is hoped that it will
provide suggestions for other banks with similar problems. This study is based on the
literature, case analysis and questionnaire survey. On the basis of consulting the physical
library, the digital library and the network literature, A bank is selected as the case object, and
once in the A silver employee, An Investigation on the Recognition of Current Performance
Management System. The conclusions are as follows:
First, after studying Bank Afs performance appraisal system for its banking strategy, it
was found that A Bank established a performance appraisal system for institutions and
departments, but its performance management at the employee level was fine, scientific and
Standardization is still to be further improved: the planning stage, not only limited to the head
ofBce, provincial requirements, the need for further refinement of the management; tracking
stage, not only limited to employee performance records, the need to track the increase in
continuous feedback and forflier Of the expansion of the work; assessment stage, not only
limited to boaus awards, the need to assist in. the diversification of incentives to do more,
while in the reward to reflect the dififerences and levels to enhance the incentive effect;
feedback stage, not only limited to signature Feedback in the form of the need to link the
varioxxs aspects of the system in series, and truly achieve its due effect
Second, A bank did not unify its banking strategic objectives and employee performance 西北大学硕士学位论文
appraisal system,which led to a lot of problems in A bank: performance management and
banking strategy,performance management equivalent performance appraisal,lack of focus
and long-term goal; performance management Not taking into account the differences in
geographical differences and job differences, across the board to hurt the different regions of
the banking sector and different positions of the work of the enthusiasm and enthusiasm;
performance management incentive effect is poor,the role of staff incentives and constraints
is difficult to reflect the staff performance management participation Low performance
management communication and lack of feedback, bank employees in the direction of the
lack of correct guidance.
Thirdly, aiming at the above problems of Bank A, this study attempts to solve the
problem from various aspects: unified A bank&39;s strategic objectives and performance
management, the establishment of A bank performance management system rules, the
introduction of balanced scorecard Set up the four dimensions of the bank objectives and
strict implementation of the A bank in different regions, different positions are divided
according to this division based on the various regions, the actual position of the specific
settings of different performance appraisal program; performance reward from the salary,
position and staff personal development And other aspects of the perfect, rewards and
punisliments and a different level; to develop a rigorous performance appraisal process for
each employee&39;s performance objectives to complete the timely monitoring and continuous
feedback, improve the perfonnance feedback mechanism and system, the performance of staff
counseling , Performance summary and the corresponding training, in the direction of the
bank to give employees direction guidance. These solutions, hoping to help solve the problem
of A bank, and other banks to solve similar problems to provide some inspiration.
Fourthly, the results of this study are based on the questionnaire survey and interview of
A bank employees, which are limited by various conditions. The research problem and
solution are mainly applicable to A bank, and the applicability of other banks is to be verified.
Universality; in the research theory
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