I 摘要 我国正处于金融业市场化改革的攻坚阶段，银行作为金融市场参与主体，从计划属 性的政企不分向市场属性的企业过度，其内部庞大的银行员工与市场对接成为银行面临 的问题。现有银行均具有各自的银行员工绩效考核制度，转型期的银行在对员工目标导 向上均看重盈利性，奖金、职称以及职位上升均与绩效成绩挂钩，这可能不利于银行的 长远发展。本文以 SX 农行为例，探讨现行银行员工绩效考核体系存在的问题，并通过 对国外银行成熟的员工绩效管理体系特征提炼，结合 SX 农行特点，提出优化建议。 本文主体部分分为五个部分，首先，对员工绩效考核经典理论进行深究，并对现有 国内外研究现状进行研读，整体上掌握银行员工绩效考核的研究现状，重点是考核方法、 考核体系的设置、考核结果的应用；其次，提炼 SX 农行现行员工绩效考核体系，对绩 效评价指标、指标计分规则以及绩效结果的应用进行研究；再次，设计调查问卷，从样 本结构、考核前绩效模拟、有效性评价、公平性评价以及总体评价五个方面对 SX 农行 部门和支行进行实地调研，从微观主体层面发现 SX 农行现行员工绩效评价体系中存在 的问题；再次，通过对花旗银行、汇丰银行、日本银行以及美国银行成熟的员工绩效管 理体系经验的提炼，总结经验；最后，结合 SX 农行存在问题，提出优化建议。 本文的研究结果表明，SX 农行现行员工绩效考核体系能够覆盖大部分员工的业绩， 对员工工作效率提高具有有效性，但是在公平性方面还存在一定的问题，长期性与短期 性之间的矛盾、体制化和市场化之间的矛盾、公平性和合理性之间的矛盾、连续性和时 效性之间的矛盾。国外先进银行员工绩效管理有四个特点，第一，持续沟通；第二，直 线经理；第三，平衡积分卡；第四，岗位体系于素质能力模型。本文提出针对 SX 农行 现行员工绩效考核体系的改善建议，第一，结果导向向目标导向转变；第二， 增加绩 效计划与绩效辅导环节，形成完整的绩效管理四阶段循环体系；第三，多方评价主体相 互协调与协作，形成绩效管理的多层次路径；第四， 考核结果由“评价”向“促进” 改革，构建畅通反馈机制。西北大学硕士学位论文 II Abstract Our country is in the crucial stage of market-oriented reform of financial industry. As the main participant in financial market, banks are over-turning from planned enterprises to market-oriented enterprises. The large number of bank employees and market docking become the problems faced by banks. Existing banks all have their own performance appraisal system for bank employees. In the transition period, banks attach great importance to profitability in employee goal orientation. Bonus, title and position rise are all linked to performance performance, which may be unfavorable to the long-term development of banks. This paper takes SX Agricultural Behavior as an example to discuss the problems existing in the current performance appraisal system of bank employees, and puts forward optimization suggestions by refining the characteristics of the mature performance management system of foreign banks and combining the characteristics of SX Agricultural Bank. The main part of this paper is divided into four parts. Firstly, the classical theory of employee performance appraisal is deeply studied, and the current research situation at home and abroad is studied. Overall, the current research situation of employee performance appraisal in banks is grasped, with emphasis on the assessment methods, the establishment of assessment system and the application of assessment results. Secondly, the existing SX Agricultural Bank is refined. Employee performance appraisal system studies the application of performance evaluation indicators, scoring rules and performance results. Thirdly, questionnaire is designed to conduct field research on SX Agricultural Bank departments and branches from five aspects: sample structure, pre-assessment performance simulation, effectiveness evaluation, Fairness Evaluation and overall evaluation. At the view subject level, it finds the problems existing in the current employee performance evaluation system of SX Agricultural Bank. Finally, it puts forward optimization suggestions by refining the experience of mature employee performance management system of Citibank, HSBC, Bank of Japan and Bank of America, combined with the existing problems of SX Agricultural Bank. The results of this study show that the current staff performance appraisal system of SX Agricultural Bank can cover the performance of most employees and is effective in improving the efficiency of employees, but there are still some problems in fairness, such as the contradiction between long-term and short-term, the contradiction between institutionalization目 录 III and marketization, fairness and rationality. The contradiction between sex, continuity and timeliness. The performance management of foreign advanced banks has four characteristics: first, continuous communication; second, line manager; third, balanced scorecard; fourth, the post system is based on the quality and ability model. This paper puts forward some suggestions for improving SX Agricultural Bank's current employee performance appraisal system. First, the result-oriented transformation to goal-oriented transformation; second, adding performance planning and performance counseling links to form a complete four-stage performance management cycle system; third, the coordination and collaboration of multi-evaluation subjects to form more performance management. Fourthly, the evaluation results should be changed from evaluation to promotion to build a smooth feedback mechanism.西北大学硕士学位论文 IV 目 录 摘要...................................................................................................................................I ABSTRACT .......................................................................................................................II 目 录................................................................................................................................IV 第 1 章 导论.......................................................................................................................1 1.1 研究背景与研究意义...............................................................................................1 1.1.1 研究背景............................................................................................................1 1.1.2 研究意义............................................................................................................1 1.2 研究目的及研究内容...............................................................................................2 1.2.1 研究目的............................................................................................................2 1.2.2 研究内容............................................................................................................2 1.3 研究思路及技术路线...............................................................................................2 1.3.1 研究思路............................................................................................................2 1.3.2 技术路线............................................................................................................3 1.4 论文的主要贡献 ......................................................................................................3 第 2 章 基础理论与研究现状...........................................................................................5 2.1 基础理论...................................................................................................................5 2.1.1 基本概念............................................................................................................5 2.1.2 相关理论............................................................................................................5 2.2 研究现状...................................................................................................................6 2.2.1 国外文献述评....................................................................................................6 2.2.2 国内文献述评....................................................................................................8 2.3 本章小结.....................................................................................................