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论文编号：	9651
作者编号：	2120152952
上传时间：	2017/12/8 10:58:38
中文题目：	平衡计分卡在A支行绩效评价体系中的应用研究
英文题目：	Research On The Performance Evaluation System of A Branch Based on Balanced Score Card
指导老师：	王曼舒
中文关键字：	平衡计分卡；绩效评价；国有银行；基层网点
英文关键字：	The Balanced Scorecard; Performance Management; State-owned Bank; Banking Outlets
中文摘要：	目前，中国经济处于结构转型升级的复杂阶段，金融市场历经改革开放的淬炼，互联网金融风生水起，利率市场化进程加快。众多新生金融元素为金融市场增添了活力，同时也给原本占据优势地位的国有商业银行带来了前所未有的市场竞争压力。本文选取A支行作为研究对象，A支行是某国有银行的支行，重规模轻管理的问题比较严重，绩效评价方案已经沿用多年，仍是传统的绩效评价体系。传统的绩效评价体系通过对财务指标的考核来衡量商业银行的经营业绩，忽略了非财务指标在企业发展中的重要作用，在日益复杂的金融市场中已不再适用。因此，本文将从A支行网点综合化的进程出发，结合A支行的经营现状和战略目标，利用平衡计分卡的相关理论研究，建立适合A支行的绩效评价体系。本文主要采用文献综述法和问卷调查法，基于A支行的案例进行分析并提出改进建议。第一章介绍了本文选题的研究背景、研究意义，总结并介绍了平衡计分卡的国内外研究成果，并分析了论文的创新点。第二章详述了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平衡计分卡的关键内容。第三章从企业文化、组织架构、发展战略等方面详细的介绍A支行，描述A支行现行的绩效评价体系和各部门具体绩效评价方案，深入分析其中存在的问题及原因。第四章论证了A支行引入平衡计分卡的必要性和可行性，以对A支行战略地图的设计为基础，构建了A支行基于平衡计分卡的绩效评价体系。第五章介绍了设置绩效评价指标权重的方法，以营业网点为例展示了指标权重的确定过程，预测A支行在平衡计分卡的实施过程中可能遇到的问题，提出可实施的保障措施建议。最后结论部分对本文研究进行总结，分析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A支行长期发展战略和短期经营指标有机地结合起来，将战略目标体现在绩效评价体系中，推动网点综合化转型，引导员工向着支行的战略目标共同努力，因此推行平衡计分卡对于A支行的长远发展具有积极意义。A支行需要提高全员战略意识，完善绩效考评小组制度，并建立有效地沟通渠道，这样才能保障平衡计分卡顺利推行。
英文摘要：	At present, economy of China is in the stage of restructuring and upgrading. The financial market has been reformed for 30 years, making the Internet Financial burgeoned, promoting the arrival of the interest rate marketization. Many new financial elements enrich and add to the vitality of the market, making the original market competition to occupy the dominant position in the market competition of state-owned commercial banks will face double. Taking A Branch as the research object, has certain advantages on the basis of personnel and market A Branch in the commercial bank's share, so it is more typical and representative. This paper is divided into six chapters. The first chapter introduces the research background of the topic, summarizes and introduces the Balanced Scorecard in the domestic and foreign research results. The second chapter introduces the definition and characteristics of Balanced Scorecard, mainly in four dimensions of the Balanced Scorecard content: financial, customer, internal processes, learning and growth. The third chapter introduces the corporate culture, organizational structure, branch of economic efficiency, asset quality, customer scale and development strategy and other aspects of the detailed introduction of A Branch, describes the existing problems in depth analysis and reasons. The fourth chapter demonstrates the necessity and feasibility of the design of the card, based on the strategy map of A Branch, establishing the evaluation index system of A Branch. The fifth chapter calculate the Balanced Scorecard for performance evaluation system of specific indicators. Based on the sixth chapter of this paper summarizes research conclusion, summarized the problems and Prospect of the future. The main conclusions of this paper: the balanced Scorecard to A Branch The development strategy and management mechanism of the branch index organically, strategic goal will be reflected in the performance evaluation system, and layers of separation, joint efforts to guide long-term development strategy of each employee to the bank. Four dimensions of the Balanced Scorecard indicators of mutual promotion, the logic is more reasonable, A Branch can be better with its strategic goal as the core, grasp the key performance, enhance the comprehensive strength of enterprises.
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