近年来，伴随着金融危机的远去，国际国内银行业开始了重新洗牌，竞争力度不断 加大，部分银行没有经受住危机的考验，被市场所淘汰，有的银行抓住了机会，大刀阔 斧的进行了改革，在激烈的行业竞争中抢占两一席之地。中国银行业经受住了考验，充 分利用自身优势，不断加快改革步伐，国有骨干大型银行全部完成股改，顺利上市，全 国性股份制银行抓住历史发展机遇，迅速在空白地区布局，地方性中小银行也不甘落后， 大跨步发展。HC 银行是中国城市银行近年来发展变革的一个缩影，在享受金融改革成果 的同时，必须要注意到自身的内生动力不足，核心竞争力还比较弱，要想实现可持续发 展，必须抢占人力资源开发与管理的制高点，而人才开发利用所得核心环节就是必须建 立健全科学合理高效的绩效考核制度[3]。 在本文中，笔者通过采用理论分析与借鉴、实证调查与比较研究、归纳总结与实例 分析等方法确立了 HC 银行绩效考核制度研究的架构。首先，笔者对绩效考核的基础理 论进行认真研究，从中提炼出了绩效考核包含的主要内容、分类，并对现代企业常用的 关键指标法、平衡记分卡、目标管理法等绩效考核方法进行了深入分析，研究了每种方 法的特征、适用对象、优缺点等，以期从中找出最贴合 HC 银行绩效考核实际的工具， 为优化设计 HC 银行考核方案提供了理论基础。其次，深入研究了国内外商业银行在绩 效考核方面的具体实践和特点，通过分析国外先进银行绩效考核先进实践经验和国内银 行在此方面的差异，得出了几点有益的启示，为优化设计 HC 银行方案提供了实证参考。 再次，对 HC 银行进入了整体研究，明晰了该行基本行情、业务范围、组织架构和人员 结构，阐述了 HC 银行从建立到现在各个阶段的绩效考核情况，针对 HC 银行绩效考核实 际情况，归纳总结了现在执行过程中存在的一些突出性的问题，并对这些问题进行了深 入分析。笔者结合绩效考核理论基础，抓住矛盾的主要环节和关键点，有效运用多种考 核工具对该行绩效考核方案进行了优化设计。优化方案中采用了差异化设计理念，提出 了考核必须遵守的原则，贴合的考核思路及科学合理的各类考核指标及分配权重，明确 了考核流程和考核周期。优化后的考核方案基本能够覆盖到 HC 银行各类岗位和员工， 考核结果更加公平公正合理，充分体现了按劳分配、以绩取酬的考核目标，对员工工作 主动性和积极性能起到更大的促进作用。为使优化后的考核制度能够被有效贯彻执行，笔者根据实际，提出了几条和新方案 配套执行的保障性条款，基本上形成了一套较为完整的绩效考核体系。 HC 银行作为地方性法人银行，和很多中小银行有相似之处，希望本成果能对类似机 构起到一些指导和借鉴作用，通过完善绩效考核制度来推动银行业的发展，切实实现合 规经营,有效履行社会责任，为地方经济发展提供更好的金融服务和支持。 关键词：商业银行 绩效考核 指标体系Abstract In recent years, gone along with the financial crisis, international and domestic banks began to re-shuffle, the growing intensity of competition, some banks did not withstand the test of crisis, being out of the market, and some banks to seize the opportunity to take drastic measures carried out reforms, seize two in the fierce competition in the industry. During this period, China's banking sector has withstood the test of full use of their advantages, continue to accelerate the pace of reform of state-owned backbone of large banks completed the share reform, establish a market, a national joint-stock banks to seize the historical opportunity for development, the rapid distribution in the blank area, local of small banks to be outdone, big step development. HC Bank of China is a microcosm of urban transformation in recent years, while enjoying the financial fruits of reform and at the same time, it must be noted that their endogenous underpowered, the core competitiveness is weak, in order to achieve sustainable development, we must seize the human resource development and management of high ground, and the use of proceeds from the core aspects of talent development is the need to establish a sound scientific and rational and efficient performance appraisal system. In this article, the author analyzes draw on empirical investigation and comparative study theory and uses, summary and examples of inductive method analysis establishes the framework research HC bank performance appraisal system. First, the author of the basic theory of performance appraisal careful study, which extract the main content of the performance appraisal contains classification, and modern business methods commonly used key indicators, balanced scorecard, management by objectives, such as performance appraisal methods depth analysis to study the characteristics of each method for objects, advantages and disadvantages, in order to find out the best fit HC actual bank performance appraisal tool for optimizing the design HC Bank assessment program provides a theoretical basis. Secondly, in-depth study of the evolution and development of the historical status of domestic and foreign commercial banks in terms of performance appraisal, by analyzing differences in performance evaluation of advanced foreign banks and domestic banks advanced experience in this regard, draw a few useful lessons, in order to optimize HC banking solutions designed to provide a positive reference. Once again, the HC banks into the overall research, clarified the basic prices of the bank, the business scope, organization and personnel structure, elaborated HC bank performance evaluation from the establishment to the present situation of each phase of the performance appraisal for the actual situation of the bank of HC summarized summarizes some of the outstanding issues that exist in the implementation process now, and in-depth analysis of these issues. I combine the theoretical basis of performance appraisal, to seize the main contradiction links and key points, effectively using a variety of assessment tools that line performance appraisal program has been optimized.Optimization program with a difference in design philosophy, proposed assessment must comply with the principles of assessment fit all kinds of ideas and rational scientific assessment indicators and weight distribution rights, a clear evaluation process and evaluation cycle. Optimized appraisal program can basically cover all kinds of jobs and The Bank of HC employees, more fair and just and reasonable assessment results, fully reflects the distribution according to performance reward assessment objectives, the staff work initiative and play a more active performance great role in promoting. To enable optimized performance appraisal system can be effectively implemented, according to the actual author put forward several new programs and supporting the implementation of the security provisions, basically formed a relatively complete performance appraisal system. HC Bank as a representative of a local bank's corporate banking, and many small banks have similarities, hope the results of similar institutions able to play some guidance and reference, by improving the performance appraisal system to promote the development of the banking sector, banking institutions can promote effectively fulfill social responsibility, to provide better financial services and support for local economic development. Key Words: Commercial bank Performance appraisal Indicator System目 录 中文摘要.....IV 英文摘要.....VI 1 绪 论.....1 1.1 研究背景 .....1 1.2 研究目的及意义 .....2 1.3 研究思路、方法和创新点 ...3 1.3.1 研究思路 .3 1.3.2 研究方法 .4 2 绩效考核基本理论概述及方法...6 2.1 绩效考核的概念及内容 .....6 2.2 常见的绩效考核方法 .6 2.2.1 关键绩效指标法（KPI） 6 2.2.2 平衡记分卡（BSC） ....7 2.2.3 目标管理法（MBO） ....7 2.2.4 360 度绩效考核法7 2.2.5 经济增加值考核法(EVA) 8 3 商业银行绩效考核实践与启示...9 3.1 国外商业银行绩效考核实践与特点 .9 3.1.1 国外商业银行绩效考核实践 ...9 3.1.2 国外商业银行绩效考核特点 ..9 3.2 国内商业银行绩效考核实践与特点 10 3.2.1 国内商业银行绩效考核实践 ..10 3.2.2 国内商业银行绩效考核特点 ..10 3.3 国内外银行绩效考核差异 ..11 3.4 几点启示 ....11 4 HC 银行绩效考核现状与问题分析 .....13 4.1 HC 银行基本概况....134.2 HC 银行绩效考核历史与现状14 4.2.1 HC 银行绩效考核制度演变....14 4.2.2 HC 银行绩效考核现状..15 4.3 HC 银行绩效考核存在问题分析....16 5 HC 银行绩效考核方案优化设计 .21 5.1 基本原则 ....22 5.2 设计思路 ....23 5.2.1 明确战略目标 ..23 5.2.2 明确考核主体和对象 ..24 5.2.3 明确考核方法和周期 ..24 5.3 绩效考核总体构架及流程优化设计 25 5.3.1 总体框架优化设