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论文编号：	5672
作者编号：	2220110601
上传时间：	2013/11/29 11:22:38
中文题目：	中信银行北京太阳宫支行经营绩效管理模式研究
英文题目：	The Study on Performance Management Mode of China CITIC Bank, Beijing Taiyanggong Branch
指导老师：	周建
中文关键字：	中信银行北京太阳宫支行，绩效管理，平衡计分卡
英文关键字：	China CITIC Bank Beijing Taiyanggong Branch, Performance Management, Balanced Scorecard.
中文摘要：	商业银行的经营绩效，是指在特定会计年度中，银行参与全部市场活动所产生的最终成果，在银行的经营管理中处于核心地位。在经济全球化的背景下，银行业竞争日趋激烈，一个科学有效的绩效管理系统对激发员工主观能动性、推动整体绩效的提高起到了至关重要的作用。 　　　 本文总结了目前企业管理中流行的绩效管理基本理论与方法，引入平衡计分卡对中信银行北京太阳宫支行的经营绩效管理模式进行研究和实践。通过分析中信银行北京太阳宫支行成立以来的经营管理情况，针对性的提出构建平衡计分卡绩效管理模式的基本思路，从财务、客户、内部经营流程、学习和成长四个维度全方位考虑涵盖的指标，并用层次分析法结合管理经验对每项指标赋予权重。基于平衡计分卡的绩效管理模式在中信银行北京太阳宫支行实施后，成功克服了过去单纯利用财务指标的局限。以往财务报告只传达己经呈现的结果，而平衡计分卡在此基础上能更加有效地向管理层传达未来业绩的推动要素，以及如何通过对财务、客户、内部经营流程、员工的学习与成长方面的管理来产生新的价值。在全新绩效管理体系的实施中，结合中信银行北京太阳宫支行的实际情况，从组织结构、控制机制和组织文化三个视角进行分析并给出建议，并建立绩效管理反馈机制，以保障全新绩效管理模式的成功实践。 通过本文的研究和实践，发现支行原有的经营绩效管理体系存在很多不足，已经无法适应当前激烈的市场竞争，而平衡计分卡的应用解决了以上问题。希望通过中信银行北京太阳宫支行的成功实践，将平衡计分卡在中信银行系统内广泛推广提供一定的参考，并进一步充实中信银行绩效管理体系的内容。
英文摘要：	The performance of commercial banks, which is at core position in the management of banks, refers to the final achievements of all the marketing activities in the specific accounting year. A scientific and effective performance management system is essential to stimulate staff's subjective initiative and promote the whole performance of the bank. 　　　The thesis summarizes the basic theory and current method of performance management in enterprise management, and applies the balanced scorecard method to build the performance management system of China CITIC Bank Beijing Taiyanggong branch for research and practice. After analyzing the management of the branch, the thesis introduces the basic ideas of the Balanced Scorecard performance management mode in China CITIC Bank Taiyanggong Branch, and summarizes design principles of the new performance management model. Then consider all the covered index from the dimensions of financial, customer, internal business process, learning and growth to design performance management model based on the balanced scorecard. In addition, the balance scorecard successfully overcomes the limitations of using financial index simply. Traditional financial report only conveys the presented results, while based on this, the balanced scorecard can communicate more effectively to the manager which factors could drive future performance, and research how to generate new value through the management of financial, customer, internal business process, learning and growth of employee. In the implementation of the new performance management system, analyses the actual situation of China CITIC Bank Beijing Taiyanggong branch and proposes from the perspective of organizational structure, control mechanisms and organizational culture, and establishes feedback mechanism in order to ensure the successful practice of the new performance management system. 　　　Through the research and practice in this thesis, we can see the original performance management system has many limitations, which is unable to meet the current fierce competition in the market, while the application of the balanced scorecard could solve those problems. Just hope the successful practice of balanced scorecard in China CITIC Bank Beijing Taiyanggong branch could provide a reference for the other branches, and further enrich the content of the performance management system of China CITIC Bank.
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