2001 年 12 月 11 日，中国正式加入了世界贸易组织，从此中国的金融业开 始向世界打开了大门。外资银行纷纷抢滩登陆，使国内商业银行开始面对新得挑 战，银行业之间竞争日趋激烈已经成为不争事实。2006 年后，外资银行享受与 中资银行同等的待遇，人民币业务全面开放。因此，国有商业银行应该在整合组 织要素、提高运行效率、增强组织活力，全面提升竞争能力上下功夫。 在商业银行内部，员工主要分为三类：管理人员、市场营销人员和一线柜台 员工。一线柜台员工是指银行营业网点中从事会计、出纳、储蓄业务的一线工作 人员，以及随着计算机技术的发展出现的集本、外币会计、出纳、储蓄、银行卡 等多种业务服务为一体的综合柜台员工。一线柜台员工处于银行组织结构的最外 部，直接与客户打交道，是银行形象的代表，一线柜台员工的素质与表现对国有 商业银行来说至关重要，因此，如何调动一线柜台员工的工作积极性，增加国有 商业银行的内部凝聚力与竞争力，以至最终达到经营目标，实现企业价值最大化， 是本文的出发点。 本文从绩效考核的理论和方法出发，以平衡计分卡为主要工具，结合中国银 行东莞虎门支行的具体情况，探讨了中国银行东莞虎门支行一线柜台员工绩效考 核体系的建设问题。 首先，本文简要介绍了绩效和绩效的界定，详细介绍了绩效考核的几种主要 方法，为解决中国银行东莞虎门支行一线柜台员工绩效考核方法选择和考核体系 的设计提供了基本理论依据。 接着，本文分析了中国银行东莞虎门支行一线柜台员工绩效考核的现状，分 析和总结了中国银行东莞虎门支行一线柜台员工考核方案中的主要问题。本文通 过理论联系实际，探索如何科学有效地对一线柜台员工进行考核，本文采用了平 衡计分卡、关键绩效指标等方法选取了一线柜台员工绩效考核方案指标体系，运 用一定的数学方法将指标实际值标准化，并用专家咨询法给这些指标赋予权重， 设计出中国银行东莞虎门支行一线柜台员工的绩效考核方案。希望能够作为银行 柜台员工的绩效考核的基本模式，从而增强银行的核心竞争力和可持续发展能 力。 关键词：商业银行，绩效考核，柜台员工，方案设计ABSTRACT China entered into WTO on December 11 th , 2001. And from then on, finance industry of China opened to the world. That many alien banks are coming into China brings forward many new challenges to all domestic banks. The fierce competition among banks is becoming indubitable. After 2006, the bank of the foreign capital will enjoy equal treatment of China-invested Bank, and the business of RMB will be open to both domestic and foreign banks. Therefore, the state-run commercial bank should combine and reorganize their human resources, improve operational efficiency, strengthen the moral of the organization, and increase the competitive power. Inside the commercial bank, the staffs fall into three categories: Administrative staff, marketing personnel and counter staff .It refers to the front man engaged in accountant, cashier, and deposit business in the bank agency that airline faces cupboard personnel, and multiple operation, such as collection one, foreign currency accountant, and multiple operation, such as collection one, foreign currency accountant, cashier, deposit, bank card appeared with the development of technology of the computer ,etc. are served for the integrative comprehensive cupboard person. Counter staff in bank institutional framework outside most of layer, have dealings with customer directly, it is the representing of image of the bank, it is essential to state-run commercial bank that the first line faces cupboard personnel’s quality and behavior, ,so how shift the counter staff working enthusiasm of person, increase the cohesive force and competitiveness of the state-run commercial bank, even reach the operations objective of the bank finally, realize the maximum of enterprise value, it is the starting point that this text studies. Firstly the thesis summarized the concept and the development of performance evaluation system briefly and introduced kinds of main methods in performance evaluation in detail. This provides basic theory foundation for Dongguan Humen sub branch under the Bank of China performance evaluation method choosing and performance evaluation system designing. Secondly, face the question appearing in the characteristic and examination of counter staff in Dongguan Humen sub branch under the Bank of China. It joined the theory and real work together to design a new plan to evaluate the performance of all the subsidiaries of Dongguan Humen sub branch under the Bank of China. This article use Balanced Scored Card and Key Performance Indicators to choose the indicatorssystem for the performance evaluation standardized the indicators with mathematical methods and put different weights for different indicators with Delphi method. Hope that it will be a useful and base for other enterprises to establish a performance appraisal system, and improving their ability of sustainable development and core competitiveness. Key words: Commercial Bank; Performance Assessment; Counter staff; Performance appraisal Program design目 录 第一章 绪 论.....................................................1 1.1 研究的背景 ....................................................1 1.2 研究的主要内容 ................................................2 1.3 研究的思路和方法 ..............................................3 1.4 结构安排 ......................................................3 第二章 绩效考核研究现状.............................................5 2.1 商业银行柜台员工绩效考核的国内外研究现状 ......................5 第三章 中国银行东莞虎门支行柜台员工情况分析.........................7 3.1 中国银行东莞虎门支行的基本情况 ................................7 3.2 中国银行东莞虎门支行柜台人员现状 .............................11 3.3 商业银行柜台员工业务操作流程 .................................11 3.4 服务行业属性与绩效考核 [16] .....................................18 3.5 国外商业银行的绩效考核方案 ...................................18 3.5.1 渣打银行深圳分行的绩效考核方案 ...........................18 3.5.2 汇丰银行的绩效考核 .......................................20 第四章 柜台员工绩效考核现状及存在的问题分析.......................21 4.1 柜台员工绩效考核现状 .........................................21 4.2 中国银行东莞虎门支行目前的考核方案 ...........................22 4.3 柜台员工绩效考核方案存在的问题 ...............................23 4.4 柜台员工绩效考核方案存在问题的分析 ...........................24 4.4.1 过度关注经济效益问题......................................24 4.4.2 缺乏工作分析和岗位职责设定................................24 4.4.3 绩效考核缺乏战略导向问题..................................25 4.4.4 绩效考核过程缺乏沟通与控制................................26 4.5 外资银行考核机制对中国银行一线柜台员工绩效考核的启示 .......26 第五章 柜台员工绩效考核方案的设计..................................27 5.1 绩效考核方案设计的可行性与必要性 .............................275.2 绩效考核方案的设计原则 .......................................27 5.3 绩效考核方案设计 .............................................28 5.3.1 柜台员工的定位............................................28 5.3.2 建立绩效考核方案指标体系..................................28 5.4 绩效考核体系的评价与改进计划 .................................35 5.4.1 绩效考核体系的优点........................................35 5.4.2 绩效考核体系设计总结......................................36 第六章 结 论......................................................38 6.1 主要结论 .....................................................38 6.2 进一步研究的问题 .............................................38