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论文编号：	9736
作者编号：	2120152901
上传时间：	2017/12/9 18:06:55
中文题目：	基于平衡计分卡的X银行绩效评价体系研究
英文题目：	Research on the Performance Evaluation System of X Bank Based on Balanced Scorecard
指导老师：	王曼舒
中文关键字：	平衡计分卡；商业银行；绩效评价
英文关键字：	Balanced Scorecard; Commercial Bank; Performance Evaluation
中文摘要：	在经济发展新常态的战略指导下，随着金融体制改革的不断深化发展，中国银行业的发展进入了新的阶段，利率市场化导致同业竞争加剧、整体利润空间收窄，同质化的低效率竞争也对差异化和专业化经营提出了更高的要求。本文以X银行为例对银行绩效评价进行研究，X银行历史包袱轻、业务模式较为灵活、管理团队作风激进，但重规模轻管理的问题比较严重，绩效评价更是被长期忽视，无法发挥其应有的作用。X银行现行的绩效评价体系已经沿用多年，既不能适应现阶段的外部监管环境，又无法满足内部战略的目标要求。本文将从X银行制定的五年战略规划出发，结合其经营模式和业务特点，运用平衡计分卡这一理论构建适合其发展的绩效评价体系，为X银行提供有效的战略管理和绩效评价工具。本文通过理论与案例相结合，运用文献综述法、问卷调查法和层次分析法，基于平衡计分卡为X银行设计出切实可行的绩效评价体系。总结了国内外相关领域的研究成果，就绩效评价和平衡计分卡的基本理论做出了介绍，以X银行的发展现状、组织构架和战略目标为依据，对现行的绩效评价方法进行评价，分析这种绩效评价方法存在的不足及成因，同时结合银行外部发展环境和内部经营结果分析是否可以应用平衡计分卡以及实施的可行性。以平衡计分卡战略地图为基础，结合X银行战略设置具体指标和分配权重，构建X银行基于平衡计分卡的绩效评价体系，并对X银行在实施平衡计分卡过程中应注意的问题进行说明，制定绩效评价体系实施的保障措施。本文得出的主要结论：平衡计分卡在符合战略愿景的基础上将定量与定性指标相结合，通过财务、客户、内部流程和学习与成长四个维度实现了绩效评价和战略管理的统一，将X银行总行的战略目标逐层分解为适用于分支机构和员工的行动指标。平衡计分卡若想成功推广实施，必须建立在人员、制度、科技的保障措施基础之上，强化沟通反馈，循序渐进完成，这样能够使绩效评价结果更具客观性，真正提升X银行的经营管理水平。
英文摘要：	In the background of “the new normal”, with the deepening of financial reform, the development of China banking industry has entered a new stage, the interest rate marketization has led to much more fierce competition, the overall profit margins have narrowed and the homogeneity of the competition is inefficient, which requires differentiation and professional management. This paper takes X Bank as an example to study the performance evaluation of bank. The bank does not have heavy burden, it also have a flexible business model and a radical management team. However, the bank has some serious problems. For instance, they evaluate scale more than management, the performance evaluation is neglected and cannot play an efficient role. X Bank's existing performance evaluation system has been in use for many years, has been unable to adapt to the external regulatory environment at this stage, and cannot meet the objectives of the internal strategy requirements. Based on the five-year strategic plan made by X Bank, this paper uses the theory of Balanced Scorecard to construct a performance evaluation system by combining its business model and business characteristics, which is an effective tool used in strategic management and performance evaluation for the Bank. This paper combines theory and case study, and designs a practical performance evaluation system based on the Balanced Scorecard by using literature review, questionnaire survey and analytic hierarchy process. Firstly, this paper summaries the related research both at home and abroad, and introduces the basic theory of performance evaluate on and the Balanced Scorecard. Then, considering the development status, organizational structure and strategic objectives of X Bank, this paper evaluates the existing performance evaluation methods, analyzes the shortcomings and causes of the evaluation method, and discusses whether the Balanced Scorecard can be applied regarding on the external environment and internal results. Finally, based on the strategy map of Balanced Scorecard, this paper, combining the specific index and the weight of indicator, constructs a Balanced-Scorecard-based performance evaluation system. Also, this paper points out the problems that X Bank should pay attention to in implementing the evaluation system, and develops the supporting measures for the system. The main conclusions of this paper are as follows: Balanced Scorecard combines quantitative and qualitative indicators on the basis of strategic vision. Also, by achieving the unity of performance evaluation and strategic management on the dimensions of financial, customer, internal business process, learning and growth, it decomposes the strategic objectives of the bank head office into various layers of action indicators for the branches and the staff. The successful and applicable Balanced Scorecard must be built on the supporting measures which need to combine personnel, system and technology, and it requires strengthening communication step by step, which will make the performance evaluation result more objective and enhance the management level of X Bank.
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