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论文编号：	5110
作者编号：	2220100966
上传时间：	2013/5/27 17:03:26
中文题目：	基于平衡记分卡的战略绩效管理体系设计研究——以A银行为例
英文题目：	Strategic Performance Management Based On the Balance Scorecard-Case Study With Bank A
指导老师：	刘志远
中文关键字：	股份制商业银行 战略绩效管理体系设计 平衡计分卡
英文关键字：	Joint-stock Commercial Bank, Strategic Performance Management System Design, Balanced Scorecard
中文摘要：	战略绩效管理体系作为绩效管理系统中的一个重要的子系统，它向员工传达着企业的价值导向，只有与企业战略保持一致，员工的行为才会集中作用于企业竞争力的提升，因此优化绩效体系设计是各个企业实现战略转型、提升战略执行力的关键举措。 面对日趋严格的监管环境、日趋严峻的融资环境和日趋临近的全面利率市场化，中国商业银行的传统经营模式面临着越来越严峻的挑战，战略转型成为我国商业银行的发展主题。A银行面对挑战，积极开展战略转型，鲜明地提出了符合自身特点和市场发展趋势的战略定位和经营目标，成功打造了“小微金融”、“事业部体制”等核心竞争力，获得了广泛的市场认可和优异的业绩回报。在其战略转型过程中，为持续提升全行战略执行力，促进可持续发展，经过3年的探索和实践，该行初步构建了以平衡计分卡为核心的比较完整的战略绩效管控体系，产生了比较好的效果，有效提升了全行战略执行力和精细化管理水平。 本文主要由四部分组成。其中，相关理论回顾部分主要对战略绩效管理的基本理念、主要方法、影响因素，以及本文主要研究的平衡计分卡技术的起源发展、基本架构及主要功能进行了较系统的理论阐述，为后文实证研究方案的设计和选择提供理论依据。接下来，对我国股份制商业银行对战略绩效管理的需求与探索进行了相对通用性的分析。对我国股份制商业银行的分析作为A银行绩效管理体系变革及实施策略选择的借鉴，继而引出A银行实证的主体部分。这部分首先对A银行进行了基于平衡计分卡的战略绩效管理体系的适应性与影响因素的个性化分析。基于这些分析，提出了A银行绩效管理体系的目标框架，详细论述了基于平衡计分卡的战略绩效管理体系设计的目标框架及建设步骤。 本文的研究从理论出发，把理论研究与实证研究相结合。在实证研究过程中，通过典型案例，在充分考虑商业银行的普遍性及个性化问题的基础上，提出了具有一定实用价值的可操作的战略绩效管理体系设计思路和实施策略。由于当前理论界对相关问题的实证性研究成果尚不多见，这些思路对其它正在实施战略转型的股份制商业银行具有一定的借鉴价值。
英文摘要：	Strategic performance management, as an important subcategory of the performance management system, conveys the value orientation of the enterprise to employees and serves as a guidance of employees' behavior. Only when performance management system keeps consistency with corporate strategy, could enterprise competitiveness be enhanced through employees' efforts. Thus optimizing the design of performance management system is the key initiative of every enterprise to achieve strategy transformation and ensure strategy execution. Faced with increasingly stringent regulatory environment, tough financing environment and the pressure of interest liberalization, traditional business model of commercial banks in China are facing increasingly severe challenges. Strategy transformation becomes top priority of commercial Banks in China. A bank in the face of challenges, and actively carry out strategic transformation. The board of directors and executive management clearly carried out strategic position and imperatives in accordance with their own characteristics and market trend, successfully building core competence in areas such as small & micro finance, business division governance structure and so on. It won great market recognition and achieved exceptional return. In the process of its strategic transformation, after three years of exploration and practice, a relatively complete strategic performance monitoring system has already been built up initially, forming a set of distinctive import and implementation plan, achieving the scientific strategic performance management of functional departments and business divisions. It also effectively improved the strategy implementation and delicacy management. This article is mainly composed of four parts. Among them, the theory of strategic performance management chapter reviews some basic concepts, methodologies and influencing factors. It also introduces the origin, development, basic frameworks and main functions of balanced scorecard, which this paper mainly studies, providing theoretical basis for the design and selection of later empirical study. In the next chapter, we generally analyze the demand and exploration for strategic performance management of joint-stock commercial banks in China, which serves as the basis of A bank's performance management system reform and implementation. After that, we introduced the empirical study of A bank. This section firstly analyzes the adaptability and influence factors of strategic performance management system based on the balanced scorecard to A bank. With all these analyses, this paper puts forward the target state of A bank's performance management system. It also discusses the strategic performance management system design in details. This paper starts from theory and combines with empirical research. In the process of empirical study, we fully considered the universal and individual problems of joint-stock commercial bank through the case studies, putting forward strategic performance management system design and implementation with practicality. Since the current empirical studies of related issues in the theoretical circle is rare, this article is particular helpful for other joint-stock commercial banks which are experience strategic transformation.
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