随着外部竞争环境不断变化，人才优势在银行的发展过程中就显得尤为重要， 如何才能拥有充足的人才储备，如何提升团队的专业素养，这些问题都与银行的 绩效考核体系有着莫大的联，因此各家银行对绩效考核这项工作都特别重视，做 好员工的绩效考核不仅能提高人事管理的效率，还能提高金融业务的竞争力。尽 管不少银行都重视并优化了相关的绩效考核体系，但绩效考核在促进员工提升自 我方面没有起到足够作用，激励和约束的效果没有被充分发挥。中信银行Z分行 正处于转型发展的重要时期，由于我国金融市场形势变化不稳定，金融市场竞争 十分激烈，Z分行在金融市场中的地位受到威胁，加上分行人事管理方面的缺点愈 发凸显。因此，本文从中信银行Z分行的绩效考核体系出发，通过对分行绩效考 核体系问题，为分行的人事改革提供参考建议，也为今后Z分行的绩效考核工作 持续优化提供有力支持。 本研究是在国内外绩效考核研究的基础上进行的，在研究前参考和借鉴了大 量的优秀研究成果，研究中以绩效考核相关理论为基础，查阅了国内、国外与本 课题有关的文献资料，同时通过问卷调查得到最真实有效的第一手资料。本研究 的整体思路沿着提出问题——分析问题——解决问题的主旨思路进行，首先概述 了中信银行Z分行的基本状况，其次对Z分行绩效考核体系的情况进行分析，指 出当前绩效考核体系的主要问题所在，最后针对出现的问题提出改进的方法，利 用平衡计分法、KPI考核法等方法，结合Z分行的实际状况为其绩效考核制体系 优化制定出合理的考核方案。研究指出中信银行Z分行员工绩效考核存在的主要 问题在于绩效考核的指标内容不够全面，各个指标的权重确定过程也不够科学合 理，在考核过程中员工的参与不度高，而考核主体也缺乏对考核工作的宣传，考 核之后的记过并没有及时反馈给员工，也没有很好的与员工的薪酬、职务等相关 联。基于发现的问题，本研究综合运用了BSC和KPI，即把关键绩效指标纳入了 Z分行员工绩效考核体系的范畴，也严格划分了财务、客户、内部流程、学习与成 西安建筑科技大学硕士学位论文 II 长四个维度，邀请了15位专家运用了德尔菲法进行了具体指标确定和权重确定。 在考核过程优化方面重点阐述了员工绩效考核培训、宣传、监控与绩效辅导等内 容，同时强调了加强考核结果的沟通反馈与运用的方式与途径。同时本文从人员、 文化、制度等保证措施的角度出发为绩效考核方案的顺利执行提出保障建议。本 研究具有重要的理论意义和实践价值，能够为其他金融从业企业的绩效考核管理 提供参考，对我国金融企业的绩效管理方式的选择、整体管理能力的提升等提供 理论依据。同时，本研究对Z分行加强员工绩效考核实践来说具有很强的指导性， 使绩效考核真正为Z分行管理能力的提高做出贡献。 关键词：商业银行；绩效考核；平衡计分卡；关键绩效指标 西安建筑科技大学硕士学位论文 III Stydu on the Optimization of the Performance Evaluation System for Employees of China CITIC Bank Z Branch Specialty: Business Administration（MBA） Name: Yuanyuan MA Instructor: Congrong LI Abstract As the external competitive environment continues to change, talent advantages are especially important in the development process of banks. How to have sufficient talent reserves and how to improve the professionalism of the team are all related to the performance evaluation system of the bank. Therefore, all banks pay special attention to the performance appraisal work. Doing good performance appraisal for employees can not only improve the efficiency of personnel management, but also improve the competitiveness of financial business. Although many banks have paid attention to and optimized the relevant performance appraisal system, performance appraisal has not played a sufficient role in promoting employees to improve themselves, and the effects of incentives and constraints have not been fully exerted. CITIC Bank's Z branch is in an important period of transformation and development. Due to the unstable changes in my country's financial market and fierce competition in the financial market, the position of the Z branch in the financial market is threatened, and the shortcomings of branch personnel management have become increasingly prominent. Therefore, this article starts from the performance evaluation system of China CITIC Bank's Z branch, provides reference suggestions for the branch's personnel reform through the branch's performance evaluation system, and also provides strong support for the continuous optimization of the Z branch's performance evaluation in the future. This research is carried out on the basis of performance evaluation research at home and abroad. Before the study, a large number of excellent research results are referenced and borrowed. Based on the relevant theory of performance evaluation, the research has consulted domestic and foreign literatures related to this topic. At the same 西安建筑科技大学硕士学位论文 IV time, the most authentic and effective first-hand information is obtained through questionnaire survey. The overall idea of this research is along the main idea of proposing problems-analyzing problems-solving problems. First, it outlines the basic situation of the Z branch of China CITIC Bank. Second, it analyzes the performance evaluation system of the Z branch and points out the current performance evaluation system. The main problem lies in, and finally put forward improved methods for the problems that arise, using balanced scoring method, KPI assessment method and other methods, combined with the actual situation of the Z branch to formulate a reasonable assessment plan for the optimization of its performance assessment system. The study points out that the main problems with the performance evaluation of employees of CITIC Bank Z Branch are that the performance evaluation indicators are not comprehensive enough, and the weight determination process of each indicator is not scientific and reasonable. During the evaluation process, the participation of employees is not high, and the evaluation subject also lacks The publicity of the assessment work, the notes after the assessment, and they were not well related to the employees' salaries and positions. Based on the problems found, this study uses BSC and KPI in a comprehensive manner, the key performance indicators are included in the category of employee performance assessment system of Z branch. 15 experts used Delphi method to determine the specific indicators and weights. In the aspect of optimizing the assessment process, it focuses on the contents of employee performance assessment training, publicity, monitoring and performance counseling. At the same time, it emphasizes the ways and means of enhancing the feedback and application of assessment results. At the same time, from the perspective of personnel, culture, system and other guarantee measures, this article puts forward guarantee suggestions for the smooth implementation of the performance appraisal plan. This research has provide theoretical basis for the selection of performance management methods and the improvement of overall management capabilities of my country's financial enterprises. At the same time, this study is very instructive for Z branch to strengthen employee performance appraisal practice, so that performance appraisal can really contribute to the improvement of Z branch management ability. Keywords: Commercial bank; performance appraisal; BSC；KPI 西安建筑科技大学硕士学位论文 V 目 录 1 绪论 .. 1 1.1研究的背景及意义 1 1.1.1研究背景 ...... 1 1.1.2研究意义 ...... 2 1.2国内外研究现状 .... 2 1.2.1国外研究现状 ............................. 3 1.2.2国内研究现状 ............................. 4 1.3研究的内容及方法 9 1.3.1研究内容 ...... 9 1.3.2研究方法 .... 11 2 理论基础 ....................... 13 2.1核心概念 .............. 13 2.1.1 绩效考核 ... 13 2.1.2员工绩效考核 ........................... 13 2.2绩效考核理论 ...... 14 2.2.1期望理论 .... 14 2.2.2公平理论 .... 14 2.3绩效考核的方法 .. 15 2.3.1关键绩效指标法（KPI） ......... 15 2.3.2平衡计分卡（BSC） ................ 15 3中信银行Z分行员工绩效考核体系现状及存在问题分析 ...... 18 3.1中信银行Z分行的基本情况 ............. 18 3.1.1分行概况 .... 18 3.1.2组织架构 .... 18 3.1.3员工绩效考核体系的基本情况 .............................. 19 3.2现状调查及结果分析 ......................... 20 3.2.1调查概况 .... 20 3.2.2问卷调查结果及分析 ............... 21 3.3绩效考核体系存在问题及原因分析 . 25 3.3.1 绩效考核的指标内容与权重缺乏科学性 ............. 25 西安