检索，采用影印、缩印或 其他复制手段保存学位论文。 保密学位论文在解密后的使用授权同上。 学位论文作者签名：，足曰期：年月／曰 指导教师签名：／ＡＬ—Ｊ曰期年厶月７日 １ ■’ 摘要 I 摘要 商业银行作为中国金融和经济行业的支柱，为国内金融市场的发展起着十分重要 的作用，商业银行以其独有的货币管理能力，一方面能优化中国的金融市场的组织体 系，另一方面还能增加城乡居民对金融服务的需求，通过整合适当的货币政策来调控 金融市场中资金的流通，对于中国金融市场的健康发展起到了举足轻重的作用。商业 银行的绩效管理是一种评估商业银行经营行为以及决策对银行现有和未来经营效益 影响的管理措施。随着中国市场经济的逐步深入，中国商业银行的绩效管理策略逐渐 适应了金融市场的风云变幻。以往传统的绩效管理模式更像是一种绩效评价，对于商 业银行的绩效管理来讲还缺乏一定的灵活性，如何统筹财务与非财务因素，如何统筹 商业银行与员工、商业银行与股东之间的关系变得尤为重要。综上，选择合适的绩效 管理方法，进一步协调商业银行经营过程中的财务指标与非财务指标，协调商业银行 与员工个人利益，优化绩效管理体制机制十分必要。 平衡计分卡的重点就在于自身的“平衡”方面，它与传统意义上的绩效管理方法最 大的区别就在于不仅关注企业以往的经营成效，更加关心企业未来的经营策略和发展 导向，这其中的具体实施方式即整体整合以往的财务数据和非财务数据，例如生产的 产品、产品销售的市场、企业员工自身内在价值以及面对的客户群体分析等等。除此 之外，平衡计分卡策略的运用常常还会结合企业的战略来适应未来企业的不同发展策 略，在同一维度上对财务指标和非财务指标对企业未来发展的影响进行反映。所以融 汇了未来战略目标的平衡计分卡就不单纯是一个企业绩效管理的工具方法，更是一个 企业未来发展的战略指向标的执行方法。 本文首先对与商业银行绩效管理有关的概念和方法进行了梳理，通过对比传统绩 效管理方法和包含商业银行战略目标效果的平衡计分卡方式，论证平衡计分卡对于改 善商业银行绩效管理的积极作用。然后分析了工商银行DZ分行的当前绩效管理的具 体情况，理论结合实际，通过研究，设计了以平衡计分卡为重要工具的考核-改进-实 施-修正的工商银行DZ分行绩效管理体制。得出结论为：多维度搭配应用的商业银 行平衡计分卡能够使商业银行摒弃过度强调银行利润指标和内部员工行为的短视行 为，同时，以平衡计分卡为基础的绩效管理体系有助于统筹即时战略部署与未来战略 部署，有效结合当前经营实际与银行战略目标，综合提升银行发展能力。 关键词：商业银行；绩效管理；平衡计分卡 Abstract I Abstract China’scommercialbank,oneoftheveryimportantpillarsofChina’sfinancial industryandeconomiccircle,cannotonlyimproveitsownabilitytomanagecurrencies, butalsooptimizetheorganizationsystemofChina’sfinancialmarkets,andincreasethe financialservicesforurbanandruralresidents.Thedemand,throughtheintegrationof appropriatemonetarypoliciestoregulatethecirculationoffundsinthefinancialmarket, hasplayedapivotalroleinthehealthydevelopmentoftheChinesefinancialmarket.The performancemanagementofcommercialbanksisamanagementmeasuretoevaluatethe operationalbehaviorofcommercialbanksandtheimpactofdecision-makingonthebank's currentandfutureoperatingefficiency.WiththegradualdeepeningoftheChinesemarket economy,theperformancemanagementstrategiesofChina'scommercialbankshave graduallyadaptedtotheever-changingfinancialmarkets.Inthepast,thetraditional performancemanagementmodelwasmorelikeanevaluationofperformance,andthe conventionalandusualperformancemanagementstrategiesItsflexibilityisalsolacking. Howtoco-ordinatefinancialandnon-financialfactors,howtoco-ordinatethedirect relationshipbetweencommercialbanksandemployees,commercialbanksand shareholdersbecomesparticularlyimportant.Tosumup,westudythebankperformance managementmethodoftheBalancedScorecardaccompaniedbythecommercialbank's strategicobjectives,andcoordinatethecommercialbank'sandemployee'spersonal interestsbyoptimizingthefinancialandnon-financialindicatorsinthecommercialbank's businessprocess.Performancemanagementsystemmechanism. ThekeypointoftheBalancedScorecardliesinitsown"balance".Thebiggest differencebetweenitandtraditionalperformancemanagementmethodsisthatitnotonly paysattentiontothepastoperatingresultsofthecompany,butalsopaysmoreattentionto thecompany'sfuturebusinessstrategyanddevelopmentorientation.Thespecific implementationmethodistointegratethepreviousfinancialdataandnon-financialdataas awhole,suchastheproductsproduced,themarketforproductsales,theintrinsicvalueof theemployeesthemselves,andtheanalysisofthecustomergroupsfaced.Inaddition,the useoftheBalancedScorecardstrategywilloftenbecombinedwiththeimplementation strategytoadapttodifferentcompanies'futuredevelopmentstrategies.Different dimensionssuchasfinancialindicatorsandnon-financialindicatorswillbedisplayedin onemethod.TheBalancedScorecardofstrategicobjectivesisnotsimplyatoolfor corporateperformancemanagement.Itisalsoamethodfortheexecutionofacompany's futuredevelopmentstrategy.Itthenconstitutesan assessment-improvement-implementation-correctiontargetprocessstrategychoice. Inthispaper,theconceptsandmethodsrelatedtoperformancemanagementof commercialBanksareanalyzed.Bycomparingthetraditionalperformancemanagement methodsandthebalancedscorecardmethodaccompaniedbytheeffectsofcommercial banks'strategicobjectives,thepaperdemonstratesthatbalancedscorecardsimprovethe 基于平衡计分卡的工商银行DZ分行绩效管理优化研究 II performancemanagementofcommercialbanks.Thepositiveeffect.Throughtheanalysis ofthespecificconditionsoftheperformancemanagementmethodoftheIndustrialand CommercialBankofChinaDZbranch,thetheoryiscombinedwiththeactualsituation, andthedifferentdimensionsoftheBalancedScorecardareappliedtothecurrent performancemanagementsystemoftheIndustrialandCommercialBankofChinaDZ Branch.Theconclusionisthatthecommercialbankwithmultipledimensionsisused together.Balancedscorecardscanenablebankstoabandontheirsinglefocusontheprofits theyhaveacquiredandthebehavioroftheirownemployees,coordinatecurrentstrategic deploymentsandfuturestrategicdeployments,andcoordinateinternalandexternal businessenvironments. Keywords:Brokeragebusiness,Securitiesmarketing,Themarketingstrategy 目录 I 目录 第1章绪论........................................................................................................................1 1.1研究背景与意义......................................................................................................................1 1.1.1研究背景.................................................................................................1 1.1.2研究意义.................................................................................................2 1.2文献综述..................................................................................................................2 1.2.1国内文献综述.........................................................................................2 1.2.2国外文献综述.........................................................................................5 1.2.3简要评述.................................................................................................6 1.3全文框架与研究内容..............................................................................................7 1.4研究思路与方法......................................................................................................9 1.5创新点....................................................................................................................10 第2章相关概念与理论....................................................................................................11 2.1绩效管理的概念....................................................................................................11 2.1.1绩效......................................................................................................11 2.1.2商业银行绩效管理..............................................................................11 2.2传统绩效管理方法的优势与劣势........................................................................12 2.2.1目标管理法..........................................................................................12 2.2.2360°绩效管理法...................................................................................12 2.2.3关键绩效指标法...........................................................