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论文编号：	8931
作者编号：	2120142979
上传时间：	2016/12/11 16:17:41
中文题目：	基于平衡计分卡的SJ银行绩效评价体系研究
英文题目：	Research on the Performance Evaluation System of SJ Bank Based on Balanced Scorecard
指导老师：	王曼舒
中文关键字：	绩效评价；商业银行；平衡计分卡
英文关键字：	Performance Evaluation; Commercial Bank; Balanced Scorecard
中文摘要：	目前，中国经济处于结构调整阵痛期的复杂阶段，金融脱媒的加快，利率市场化的到来，加之互联网金融的崛起，传统在市场竞争中占据优势地位的国有商业银行所要面临的市场竞争压力倍增。本文以SJ银行为研究对象，SJ银行是国内五大国有商业银行中的一级分行，其人员和市场占有率方面具备一定的优势，尽管当今金融市场竞争越来越激烈，但是SJ银行的管理层始终坚信在当今市场中机会与挑战并存。SJ银行近几年不断努力改善经营模式，加强风险管理，构建和提升其核心竞争力。但SJ银行现行的绩效考核体系已沿用多年，现行方案已无法满足其战略发展需要。战略发展的关键在于如何构建一套全面、科学、合理的绩效考核指标体系，本文就是以SJ银行在经营过程中的实际情况为出发点，结合平衡计分卡这一理论为SJ银行设计出一套切实可行的绩效评价体系。本文共分六个章节。第一章介绍了本文选题的研究背景、研究意义；在总结并介绍了平衡计分卡在国内外研究成果的基础上，分析了论文的创新点。第二章，介绍平衡计分卡的定义和特点，重点通过财务、客户、内部流程、学习与成长四个维度介绍了平衡计分卡的内容。第三章，从企业文化、组织架构，分行的经济效益、资产质量、客户规模以及发展战略等方面详细的介绍SJ银行；对SJ银行现行的绩效评价体系的组织架构和评价指标进行介绍，深入分析其中存在的问题及原因。第四章，论证了SJ银行引入平衡计分卡的必要性和可行性，在对SJ银行的战略地图进行设计的基础上，构建基于平衡计分卡的SJ银行绩效评价体系指标设置，介绍计算指标权重的方法，并确定一级核心指标权重。第五章，充分地预先设想了SJ银行基于平衡计分卡的绩效评价体系在实施过程中的条件和保障措施，并计算出基于平衡计分卡的SJ银行的试行绩效评价体系具体指标。第六章对本文研究结论进行总结，总结其中的不足并展望未来。本文得出的主要结论：平衡计分卡能够将SJ银行远期发展战略和分支经营机构的指标有机结合起来，将战略目标体现在绩效评价体系中，并层层拆分，引导每名员工都向着银行的远期发展战略共同努力。平衡计分卡的四个维度指标相互促进，从逻辑上更为合理，有效地提高SJ银行的综合竞争力，适应SJ银行远期发展战略。
英文摘要：	Currently, Chinese economy is undergoing a complicated stage of difficult restructuring. Because of the acceleration of financial disintermediation, the advent of interest rate liberalization, and the emergence of Internet finance, state-owned commercial banks that traditionally take the advantage position in the market competition face increasingly heavier pressure. In this paper, the author regards SJ Bank, a branch of one of the five major state-owned commercial banks, as the object of study, which has an advantage in personnel and market share. Although the competition in today’s financial market becomes more and more fierce, managers of SJ Bank still have strong faith that opportunity and challenge co-exist in current market. In recent years, SJ Bank has kept trying to improve its operation mode, strengthen risk management, construct and enhance its core competence. However, the performance evaluation system SJ Bank are using have been existing for years, so current scheme cannot meet the requirements of its strategic development, the key of which lies in the establishment a set of comprehensive, scientific and reasonable performance evaluation indicators system. In this paper, the author starts from the real operation situation of SJ Bank, and devises a set of practical and feasible performance evaluation system for it based on the Balanced Scorecard. There are altogether six chapters. The author introduces the research background and significance, and elaborates the highlights of innovation based on the summary of the internal and external researches concerning the Balanced Scorecard in Chapter One. The Chapter Two discusses the definition and characteristics of the Balanced Scorecard, mainly from the four dimensions as finance, customer, internal business processes, learning and growth. Chapter Three introduces SJ Bank in a detailed manner from the perspectives of corporate culture, organization and structure, economic benefits of branch, asset quality, customer size and development strategies and so on. The organization and structure, as well as the evaluation indicators of SJ Bank’s current performance evaluation system are also reviewed in this chapter to conduct an in-depth analysis of the existing problems and causes. Chapter Four expounds and verifies the necessity and feasibility of introducing the Balanced Scorecard into SJ Bank. On the basis of designing the strategic map of SJ Bank, the Balanced Scorecard based performance evaluation system indicators of SJ Bank is constructed, the way to calculate the weight of every indicator is introduced, and the weight of primary core indicators is calculated. In Chapter Five, the author anticipates in a detailed way the conditions and supporting measures of implementing the Balanced Scorecard based performance evaluation system of SJ Bank and also calculates the Balanced Scorecard based performance evaluation system that can be applied to SJ Bank. Chapter Six summarizes the research conclusions, illustrates the deficiency and research prospects. The main conclusions drawn in this paper: The Balanced Scorecard can effectively combine the long-term development strategies of SJ Bank and the indicators of branches, and can also incorporate and represent the strategic goals in the performance evaluation system in detail to encourage every employee to work hard together according to the long-term development strategies of the bank. The four dimensions of the Balanced Scorecard are mutually reinforcing, which is more reasonable and can effectively improve the comprehensive competitiveness of SJ Bank and adapt to its long-term development strategies.
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