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论文编号：	15898
作者编号：	2320234162
上传时间：	2025/12/12 13:31:03
中文题目：	基于平衡计分卡的国有Y商业银行H分行业绩评价研究
英文题目：	Research on Performance Evaluation of H Branch of State-owned Y Commercial Bank Based on the Balanced Scorecard
指导老师：	张继勋
中文关键字：	平衡计分卡；业绩评价；国有商业银行；战略地图
英文关键字：	Balanced Scorecard; Performance Evaluation; State-Owned Commercial Banks; Strategy Map
中文摘要：	本研究以国有Y商业银行H分行为案例，对其业绩评价情况进行梳理分析，通过梳理发现，其业绩评价的战略传导不够、过度侧重财务结果、条线协同不足、客户视角缺失等突出问题，运用平衡计分卡（Balanced Scorecard, BSC）这一理论框架，为其原有的业绩评价体系进行重构，主要体现出战略管理、过程管理与可持续发展导向等方面的特点。本研究首先系统梳理了业绩评价的理论和平衡计分卡的应用实践，通过理论支撑，对H分行的组织架构、经营现状及现有考核体系进行了全面诊断。 研究发现，H分行的业绩评价框架较为完整，且注重风险管控，但在具体实施中仍难以全面有效承接国家对金融工作政治性、人民性的要求，且难以确保调整收入结构与以客户为中心的发展模式转型。为解决这些问题，一是绘制出战略地图，明晰分行的战略方向；二是从财务、客户、内部流程、学习与成长四个维度，重新制定对Y银行H分行的业绩评价体系；三是为确保体系落地，设计了详尽的实施计划；四是新的业绩评价制定后，从组织、制度、技术、文化四个层面，根据可能出现的风险点制定了保障措施，从多个维度保障运行，让该业绩评价系统在H分行可以顺利实施。本研究不仅为H分行提供了从原有发展传统业务的规模扩张，向不断调整业务收入结构、优化战略执行等多个层面的质量效益转型的具体管理工具，同时还探索了平衡计分卡在国有商业银行二级分行这一微观层面的应用，为同类机构破解战略落地难题、平衡商业效益与社会责任提供了极具操作性的案例范本与实践框架。最终，该优化体系有望显著提升H分行的战略执行效能、协同管理水平和可持续发展能力，并为其有力支持地方经济发展注入新动能。
英文摘要：	This study takes the H Branch of state-owned Y Commercial Bank as a case to address salient issues in its current performance evaluation system, such as impeded strategy implementation, over-reliance on financial results, lack of cross-departmental collaboration, insufficient attention to customer perspectives, and inflexibility in dynamic adjustments. Introducing the Balanced Scorecard (BSC) framework, this research aims to construct a new performance evaluation system that integrates strategic alignment, process management, and sustainable development orientation. The study begins by systematically reviewing the theoretical evolution and practical applications of performance evaluation and the BSC. On this basis, a comprehensive diagnosis is conducted of H Branch's organizational structure, operational status, and existing performance assessment mechanisms. The findings reveal that although H Branch maintains a comprehensive structural framework and demonstrates strengths in risk control, it still falls short in effectively aligning with the national financial policies' political and social imperatives, while proving inadequate to facilitate its strategic shift toward a value-driven and customer-centric business model. To resolve these issues, the study implemented a four-pronged approach: first, developing a strategic map to clarify the branch's strategic direction; second, reconstructing the performance evaluation indicator system across the four dimensions of financial, customer, internal processes, and learning & growth; third, designing a detailed implementation plan to ensure system operationalization; and fourth, following the establishment of the new performance evaluation system, comprehensive safeguards were developed across organizational, institutional, technical, and cultural dimensions to address potential risks. These multi-layered measures ensure the seamless implementation of the performance evaluation system at H Branch. This research not only furnishes H Branch with concrete management tools to facilitate its transition from traditional business scale expansion to a quality- and efficiency-oriented transformation-encompassing business revenue structure adjustment and strategic execution optimization—but also demonstrates theoretical significance by exploring the in-depth application model of the Balanced Scorecard at the micro-level of second-tier branches in state-owned commercial banks. It provides an operational paradigm and practical framework for peer institutions to resolve strategic implementation challenges while balancing commercial objectives with social responsibilities. Ultimately, the optimized system is expected to significantly enhance H Branch’s strategic execution efficiency, collaborative management capability, and sustainable development capacity, injecting new momentum into its support for regional economic development.
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