中国入世以来，我国众多股份制银行借鉴国外主流商业银行组织架构在省级 分行实施了前后台分离的分台经营模式，前台人员负责客户对接和产品营销，后 台人员负责运营管理和业务支持，然而现实中多数银行只是照搬了国外分台经营 的模式，却未引入分台运营模式下的绩效考核体制，导致前后台人员因所从事工 作内容、性质不同，绩效衡量和考核的标准相去甚远，为实施绩效考核造成困难。 前台人员以营销业务为绩效衡量标准，实践中可操作性较高，后台人员工作不易 量化，在分台经营的银行中占相对少数，考核手段逐步单一化或流于形式，缺乏 客观性。这样的绩效体系严重打击了后台人员工作成效，突出表现为激励不足挫 伤中后台员工积极性，致使业务管理和后台支持保障工作敷衍了事，给银行的安 全合规运营和长期稳定发展造成风险隐患。 本文以全国性股份制银行下属省级分行浙商银行兰州分行（以下简称“浙兰 银行”）为研究对象，通过数据采集、问卷调查、个体访谈等方式，了解浙兰银 行分台经营过程中绩效管理现状和存在的问题。并从企业背景、员工构成、劳动 强度、薪资状况、内部氛围、价值认同、发展空间及离职倾向等方面对该行绩效 管理状况进行分析，揭示出产生问题的主要原因是该行分台经营过程中只重视体 现在前台的财务性指标，而忽视了后台的运营支持和业务保障作用，对后台员工 的激励不足导致绩效低下。并运用平衡计分卡理论有针对性地对该行绩效方案进 行优化设计，重点解决后台员工绩效考核问题，加强对后台员工的绩效激励，从 而保障银行的健康运行。最后，制订了相应措施保障绩效改进方案的实施。 本文期望通过分析解决浙兰银行后台绩效考核中的问题，为实施分台经营的 银行后台员工绩效考核和激励提供思路和方法，保障后台充分发挥业务管理和支 持保障职能，实现前后台协调发展的内部管理体制，促使组织稳健运行协调发展。 关键词：后台员工，绩效，考核，改进兰州大学硕士学位报告 基于平衡计分卡的浙兰银行后台员工绩效考核方案改进研究 II STUDY ON PERFORMANCE APPRAISAL SCHEME OF BACKSTAGE STAFF OF ZHELAN BANK BASED ON BALANCED SCORE CARD Abstract Many banks of china with joint-stock system lessoned the organizational architecture of mainstream foreign commercial bank since China entered into WTO, They applied the operational mode with stage separated in architecture that the frontstage and the backstage are separated. Staff of frontstage take charge in consulting with customs and marketing, Staff of back stage take charge in managing of operation and supporting of business. However, many of those banks didn’t get the essential of method of management in the mode with stage separated in architecture that they just copy the mode mechanically, It caused many difficulties that the performance appraisal are very different from standards of assess for the content and character are different in working of frontstage and backstage. Appraising the performance of frontstage can operation practically because the evaluation of marketing are easily, but it unpractically when appraising the performance of back-stage staffs for their performance can’t be quantificated easily and the group of them is small by contrast with front-stage staffs in their banks, so the way of appraisal to them are simplified and formalizied, lack of objectivity. The method of performance appraisal striking the back-stage staff’s motivation heavily in working, performaned as the enthusiasm of back-stage staff are frustrated for lacking of stimulation obviously, it makes the fuction of business management and supporting and protection from backstage to frontstage perfunctorily, takes risks and troubles against the operation in safe and legal statement and development in long-term stabilizing status. This paper takes the provincial branch of a national joint-stock bank as the object兰州大学硕士学位报告 基于平衡计分卡的浙兰银行后台员工绩效考核方案改进研究 III of study, try to investigate the status of performance management and find problem in operation of stage seperated mode by way of questionnaire survey, individual interview and collecting data. Then Analysis the status of performance management from aspect of the background of enterprise, the constitution of staff group, the intensity of labor, the Salary situation, the atmosphere of organization, the value identification, the space of development and tendency of leaving. Reveal the main reason of various problem is that the bank just paying attention to the financial indicators reflect the performance of frontstage excessively, bus negelecting the fuction of supporting and protection reflect the performance of backstage, it makes the back-stage staff lack of motivation and lead to the performance low. We hope to providing ideas and methods to performance appraisal and motivation of backstage staff of commercial bank in stage-seperated mode by way of analysis and solve the practical problems in backstage- performance management by this paper, So that it can makes the backstage department’s duties of business management and supporting and protection sufficiently, makes the enterprise’s system of management in stage-seperated mode coordinate and promotes the bank development steadily and healtheily. KEY WORDS: backstage staff; performance; appraisal; promotion兰州大学硕士学位报告 基于平衡计分卡的浙兰银行后台员工绩效考核方案改进研究 IV 目 录 中文摘要................................................ Ⅰ Abstract ................................................ Ⅱ 第一章 引言 ............................................. 1 1.1 研究背景 ....................................................1 1.2 研究意义 ....................................................2 1.3 研究思路和方法 ..............................................3 第二章 文献综述 ......................................... 5 2.1 平衡计分卡理论综述 ..........................................5 2.2 个体-组织价值匹配理论综述 ...................................8 2.3 绩效激励理论综述 ............................................9 2.4 绩效管理相关理论基础 .......................................11 第三章 浙兰银行后台员工绩效考核现状及问题揭示 .......... 14 3.1 浙兰银行基本情况 ...........................................14 3.1.1 浙兰银行简介 .........................................14 3.1.2 浙兰银行机构设置情况 .................................14 3.2 浙兰银行人力资源状况 .......................................15 3.2.1 基本情况 .............................................15 3.2.2 员工结构 .............................................16 3.3 绩效考核现状的调查实施 .....................................16 3.3.1 劳动强度 .............................................17 3.3.2 薪资福利 .............................................18 3.3.3 内部氛围 .............................................19 3.3.4 价值认同 .............................................20 3.3.5 发展空间及离职倾向 ...................................22兰州大学硕士学位报告 基于平衡计分卡的浙兰银行后台员工绩效考核方案改进研究 V 3.4 后台员工绩效考核存在的问题.................................23 3.4.1 考核体系设置失衡 对后台员工激励不足 .................23 3.4.2 激励手段过于单一 忽略了员工的多样化需求 .............23 3.4.3 机械套用绩效考核体制 缺乏科学的业绩衡量体系 .........23 3.4.4 缺乏系统的企业文化引领 员工的价值偏离较为严重 .......24 3.4.5 过于强调物质激励的作用 忽视了公平的价值 .............24 3.4.6 后台员工发展通道狭窄 未充分调动工作积极性 ...........25 第四章 后台员工绩效考核存在问题的成因分析 .............. 26 4.1 以财务性指标为导向的上层组织考核体系 .......................26 4.2 组织价值与后台员工价值偏离 .................................26 4.3 非财务性指标绩效管理水平低下 ...............................27 4.4 单纯从业绩考核的角度实施考核 ...............................27 4.5 未将企业文化建设纳入人力资源管理体系 .......................28 4.6 忽略了后台员工的多样化需求 .................................28 第五章 基于平衡计分卡视角的后台员工考核方案改进 ........ 29 5.1 明确绩效方案优化的基本原则 .................................30 5.1.1 体现组织战略 .........................................30 5.1.2 兼顾指标平衡 .........................................31 5.1.3 在继承的基础上改进 ...................................32 5.1.4 注重价值引导和情感认同 ...............................32 5.1.5 合理确定激励界限 .....................................32 5.1.6 公平优先 兼顾效率 ......