近年来，随着市场经济的发展和全球经济的一体化发展，中国的商业银行已 经凸现了职能多元化的发展趋势，也面临着更加严峻的挑战。商业银行要想实现 高质量发展，除了业务发展外，更加需要科学有效的内部管理，精细化管理的要 求越来越高，在绩效考核方面的要求也越来越高。商业银行的二级分行作为商业 银行的重要层级机构，相对独立且部门相对完善，如同一个缩小版的省行有着各 级管理职能，同时又承担了一个地市的业务开拓，这就决定了二级分行对员工的 绩效考核需要更加的完善和科学，才能够起到指导员工工作，帮助银行健康发展 的作用。本研究以GF银行某二级分行为例，研究商业银行二级分行绩效考核过 程中的问题及优化方案。 首先，本文在绩效考核理论基础上，采取访谈、发放问卷、实地调研等方式， 深入了解GF银行某二级分行绩效考核现状，分析出存在的问题，包括岗位职责 不明晰、绩效考核指标设定不合理、指标内容不明确、结果运用不充分、缺失沟 通反馈机制等。 其次，针对现行绩效考核的问题，提出了相应的优化方案。引入平衡计分卡 优化考核方案，论证其实施的可行性，细化考核指标及权重，并且规范了考核结 果的运用，并且制定了反馈及申诉机制。 最后，提出了GF银行某二级分行绩效考核实施时需要注意的问题，并且提 出了各方面实施需要提供的保障措施，包括制度保障、数据保障等。 关键词：绩效考核；平衡计分卡；商业银行； * Abstract In recent years, with the development of the market economy and the integrated development of the global economy, China's commercial banks have highlighted the trend of diversified functions and are facing more severe challenges. For commercial banks to achieve high-quality development, in addition to business development, they need more scientific and effective internal management. The requirements for refined management are getting higher and higher, and the requirements for performance evaluation are also getting higher. The secondary branches of commercial banks, as important hierarchical institutions of commercial banks.Relatively independent and relatively complete departments, like a reduced version of a provincial bank with management functions at all levels, and at the same time undertook business development in a prefecture, which determines that the secondary branch needs to be more complete and scientific for the performance evaluation of employees Only then can it guide the work of employees and help the bank develop healthily. This study uses a second-level branch of GF Bank as an example to study the problems and optimization schemes in the performance evaluation process of a second-level branch of a commercial bank. First, based on the theory of performance appraisal, this article uses interviews, issue questionnaires, field surveys and other methods to gain an in-depth understanding of the current performance appraisal status of a second-level branch of GF Bank and analyze existing problems, including unclear job responsibilities and setting of performance appraisal indicators Irrational, unclear content of indicators, insufficient use of results, lack of communication and feedback mechanisms, etc. Secondly, according to the current performance appraisal problem, a corresponding optimization plan is proposed. The introduction of a balanced scorecard to optimize the assessment scheme, demonstrate the feasibility of its implementation, refine the assessment indicators and weights, and standardize the use of assessment results, and formulated a feedback and appeal mechanism. Finally, the problems that need to be paid attention to when implementing the performance appraisal of a second-level branch of GF Bank are put forward, and the safeguard measures that need to be provided in various aspects of implementation, including system guarantee, data guarantee, etc. Key words: Performance appraisal; Balanced Scorecard; Commercial banks; * 目录 摘要 .......................................................................................................... I 第一章 引言 ......................................................................................... 1 第一节 研究的背景............................................................................................... 1 第二节研究的目的与意义..................................................................................... 2 一 研究的目的 ......................................................................................................... 2 二研究的意义 ........................................................................................................... 2 第三节研究的内容与方法..................................................................................... 3 一研究的内容 ........................................................................................................... 3 二 研究的方法 ......................................................................................................... 4 第二章 GF银行某二级分行绩效考核现状 ........................................... 5 第一节 GF银行某二级分行基本情况 ................................................................. 5 一 GF银行某二级分行情况简介 ........................................................................... 5 二 GF银行某二级分行人员架构 ........................................................................... 5 第二节 GF银行某二级分行绩效考核内容 ....................................................... 8 一 GF银行某二级分行绩效考核办法.................................................................... 8 二 GF银行某二级分行各岗位绩效考核办法细则 ................................................ 9 第三节 GF银行某二级分行绩效考核结果运用 ............................................. 11 一 绩效考核结果核算 ........................................................................................... 11 二 绩效考核结果作为薪酬调整依据 ................................................................... 11 三 绩效考核结果作为业绩辅导依据 ................................................................... 11 四 绩效考核结果作为等级评定及评优评先依据 ............................................... 11 第三章 GF银行某二级分行绩效考核问题分析 ................................. 12 第一节 GF银行某二级分行绩效考核调查 ....................................................... 12 一问卷设计原则 ..................................................................................................... 12 二 问卷回收的基本信息情况 ............................................................................... 12 第二节 GF银行某二级分行绩效考核问题 ....................................................... 13 一绩效考核方法不科学 ......................................................................................... 13 * 二 绩效考核内容不合理 ....................................................................................... 14 三 结果运用不充分 ............................................................................................... 15 四 缺失沟通反馈机制 ........................................................................................... 15 第四章GF银行某二级分行绩效考核方案优化 .................................. 16 第一节 绩效考核方法优化................................................................................. 16 一 绩效考核方法对比 ........................................................................................... 16 二 平衡计分卡在GF银行某二级分行实施可行性 ............................................. 18 第二节 绩效考核内容优化................................................................................. 19 一 制定考核总则 ................................................................................................... 19 二 细分岗位职责，设定考核指标及权重 ........................................................... 20 三 明确指标内容 ................................................................................................... 28 第三节 绩效考核结果运用优化......................................................................... 31 一 绩效考核结果核算 ........................................................................................... 31 二 绩效考核结果作为薪酬调整依据 ............................................................