在金融业开放、互联网金融发展、移动支付出现和利率市场化基本完成的形 势下，银行业面临开放竞争和经济下行的双重压力。过去的思维模式已不适用于 银行业的发展，商业银行纷纷开始了“转型创新”之路。商业银行的后台集中作 业中心是在新的金融背景下孕育而生，它改变了传统的运营模式，以降低成本、 提升质效、改善客户体验和防控风险为目标。近年来，各商业银行都不约而同地 把运营体系建设工作列为了提升自身竞争力的重点战略措施。为在竞争中取得比 较优势，建立一套适应后台集中作业中心发展的绩效管理体系迫在眉睫。 邮储银行JX分行运营中心作为邮诸银行在JX分行设立的后台集中作业中心， 经过几年的发展，集中在后台处理的业务类型在不断扩大，人员队伍也随之也在 壮大，但相应的绩效管理存在许多问题，造成该中心员工未得到公正的评价，工 作质量和效率进入了“瓶颈期”，迟迟未能有效提升，导致中心在银行整体发展 战略中的作用未得到充分发挥。 本文以邮储银行JX分行运营中心为研究对象，按照“发现问题、分析问题、 解决问题”的思路，参考和借鉴绩效管理相关理论与实践，对邮储银行JX分行运 营中心的绩效管理的问题进行分析，结合其运营实际提出优化方案。引用问卷调 查等工具，通过问卷调查的数据统计结果并结合邮储银行JX分行运营中心的绩效 管理现状，分析出该中心现行绩效管理所存在的一些问题，主要包括对绩效管理 定位不清晰与战略相脱钩、考核指标设计主观随意、绩效反馈机制缺失、绩效结 果未有效应用等问题，同时总结了上述问题产生的原因，从计划制定、沟通、考 核指标、实施、反馈与应用等方面进行优化。对战略目标进行分解并编制岗位说 明书确保个人目标与中心整体目标一致。综合平衡计分卡法和关键绩效指标的优 点，构建整个邮储银行JX分行运营中心的考核指标体系，利用层次分析法设置考 核指标权重。持续沟通改进机制贯穿绩效管理全流程，充实绩效考核结果的应用。 最后为方案的施行提出了保障措施。 本文意在结合邮储银行JX分行运营中心的发展实际提出绩效管理优化措施， 完善绩效管理体系，帮助其提高绩效管理水平、提升运营效率，促进邮储银行整 体发展。此外，给其他商业的银行的绩效管理体系的优化提供一些借鉴。 关键词：邮政银行；运营中心；绩效管理；平衡计分卡法；关键绩效指标 II Abstract Withtheopeningoffinancialindustry,thedevelopmentofInterneteconomy,the emergenceofmobilepaymentandthecompletionofinterestrateliberalization,the bankingindustryisfacingthedoublepressuresofopencompetitionandeconomic downturn.Thepastthinkingmodeldoesnotapplytothedevelopmentofthebanking industrymercialbankshavestartedtheroadof"transformationandinnovation". ThebackgroundcentralizedOperationCenterofCommercialBanksisbredunderthe newfinancialbackground,whichchangesthetraditionaloperationmode,aimingat reducingcost,improvingqualityandefficiency,improvingcustomerexperienceand preventingandcontrollingrisks.Inrecentyears,allcommercialbankshave unanimouslyattachedgreatimportancetotheconstructionoftheoperationsystem, focusingonaseriesofbackgroundconstructionwork,suchascentralizedbusiness processing,centralizedsupport,centralizedsupervisionandcontrol,listedinorderto enhancetheircompetitivenessofthekeystrategicmeasures. TheOperationCenterofthePostandSavingsBankJXbranch,astheback-office CentralizedOperationCentersetupbythePostandSavingsbankintheJXbranch, afterseveralyearsofdevelopment,thetypesofbusinessfocusedontheback-office processingareconstantlyexpanding,andthepersonnelranksarealsogrowing,however, therearemanyproblemsinthecorrespondingperformancemanagement,resultingin thestaffofthecenternotgettingafairevaluation,theworkqualityandefficiencyhas entereda"bottleneckperiod",andtheeffectivepromotionhasbeendelayed,asaresult, theroleofthecenterintheoveralldevelopmentstrategyofthebankhasnotbeenfully played. ThispapertakestheOperationCenterofJXbranchofPostalSavingsBankasthe researchobject,accordingtothetrainofthoughtof"finding,analyzingandsolving problems",referringtoandusingforreferencetherelatedtheoryandpracticeof performancemanagement,thispaperanalyzestheproblemsoftheperformance managementoftheOperationCenterofJXbranchofPostalSavingsBank,andputs forwardtheoptimizedschemeaccordingtoitsactualdevelopment.Citingthe questionnairesurveyandothertools,thispaperanalyzessomeproblemsexistinginthe currentperformancemanagementofthePostandSavingsBankJXbranchoperation centerthroughthestatisticalresultsofthequestionnairesurveyandcombinedwiththe III currentsituationoftheperformancemanagementofthecenter,mainlyincludingthe performancemanagementorientationisnotclear,theperformancemanagement guidanceroleunderstandingisnotinplace,theperformanceappraisalindicatordesign isnotreasonable,hasnotformedtheeffectiveperformancefeedbackmechanism,the performanceresultnoteffectiveapplicationandsoonquestion,atthesametime,it summarizesthereasonsoftheaboveproblemsandoptimizesthemfromtheaspectsof performanceplanning,performancecommunication,performanceevaluationindex, performanceimplementation,performancefeedbackandapplication.Breakdown strategicobjectivesanddevelopjobdescriptionstoensurethatindividualobjectivesare alignedwiththeoverallobjectivesofthecentrebiningthebalancedscorecard methodwiththeperformanceindicatormethod,theassessmentindexsystemofthe wholecenterisconstructed,andtheweightoftheassessmentindexissetupbyusing theanalytichierarchyprocess.Continuouscommunicationandimprovement mechanismrunsthroughthewholeprocessofperformancemanagementtoimprovethe simplificationoftheapplicationofperformanceappraisalresultsandmakerationaluse ofitsutility. Thispaperintendstoputforwardtheperformancemanagementoptimization measuresincombinationwiththedevelopmentoftheOperationCenterofJXbranchof PostalSavingsBank,inordertoperfectitsperformancemanagementsystem,tohelp improveitsperformancemanagementlevel,improveoperationalefficiency,and promotedevelopment.Inaddition,forothercommercialbankstooptimizethe performancemanagementsystemtoprovidesomereference. Keywords:PostalSavingsBank;OperationCenter;PerformanceManagement; BalancedScorecard;KeyPerformanceindex IV 目录 1绪论.....................................................................................................................1 1.1研究背景及意义..................................................................................1 1.1.1研究背景.....................................................................................1 1.1.2研究意义.....................................................................................1 1.2国内外文献综述..................................................................................2 1.2.1国外研究综述.............................................................................2 1.2.2国内研究综述.............................................................................3 1.3研究的内容与方法..............................................................................4 1.3.1研究的内容.................................................................................4 1.3.2研究的方法.................................................................................6 2相关理论概述.....................................................................................................7 2.1绩效......................................................................................................7 2.2绩效管理..............................................................................................7 2.3绩效管理的基本流程..........................................................................7 2.4绩效考核..............................................................................................9 2.5绩效考核方法......................................................................................9 2.5.1关键绩效指标.............................................................................9 2.5.2平衡计分卡.................................................................................9 2.5.3360度评价指标........................................................................11 3邮储银行JX分运营中心绩效管理体系现状.................................................12 3.1邮储银行JX分行运营中心概况......................................................12 3.1.1基本情况简介...........................................................................12 3.1.2组织架构及职能.......................................................................12 3.1.3员工