基于平衡计分卡的建行东营分行战略性绩效管理研究

发布时间：2018-01-09 15:14

本文关键词：基于平衡计分卡的建行东营分行战略性绩效管理研究　出处：《中国石油大学（华东）》2013年硕士论文　论文类型：学位论文

【摘要】：二十一世纪以前，我国大型商业银行的控制和业绩考核主要侧重于财务指标，这些以财务结果为主的指标在为管理者提供决策和评价经营部门的业绩方面曾经发挥了非常重要的作用。二十一世纪以来的十几年中，我国的金融体制改革不断深入，银行的竞争优势不再仅仅依靠实物资本投资，更依赖于人力资源、信息资源、组织资产、声誉等无形资产，单一的财务指标体系已不能满足企业业绩评价的要求。同时，随着金融环境的迅速变化以及竞争的加剧，许多商业银行都精心制定了一套区别于竞争对手的经营战略，但实际执行效果往往并不理想。 “平衡计分卡”是由财务、客户、内部营运和学习成长四个方面组成的一种全方位的战略绩效管理工具，能将企业战略目标逐层分解转化为各种具体的绩效衡量指标，使绩效考核体系成为企业战略管理的组成部分，从而为企业战略目标的实现建立起可靠的执行基础。目前，随着经营环境的变化，建行东营分行面临前所未有的困难和挑战，，急需提高核心竞争力，巩固并提高市场地位。本文以建行东营分行的绩效管理工作为研究对象，运用文献法、实证分析、层次分析和案例分析的方法，拟通过引入平衡计分卡实施战略性绩效管理，力促组织行为标准与员工行为标准的协调一致，以此推动变革，打造显著的竞争优势。本研究方案可具体应用于建行东营分行的管理实践，同时，对其它商业银行也有一定的借鉴意义。
[Abstract]:Before 21th century, the control and performance evaluation of large commercial banks in China mainly focused on financial indicators. These indicators, which are based on financial results, have played a very important role in providing decision-making for managers and evaluating the performance of operating departments. With the deepening of the financial system reform in China, the competitive advantage of banks is not only relying on physical capital investment, but also on human resources, information resources, organizational assets, reputation and other intangible assets. A single financial index system can not meet the requirements of enterprise performance evaluation. At the same time, with the rapid change of financial environment and the intensification of competition. Many commercial banks have carefully formulated a set of management strategies that are different from their competitors, but the actual implementation results are often not satisfactory. "balanced Scorecard" is a comprehensive strategic performance management tool composed of four aspects: finance, customer, internal operation and learning and growth. It can decompose the enterprise strategic goal layer by layer into a variety of specific performance measurement indicators, so that the performance appraisal system becomes an integral part of enterprise strategic management. Thus to establish a reliable implementation basis for the realization of the strategic objectives of enterprises. At present, with the change of business environment, the Dongying Branch of CCB is facing unprecedented difficulties and challenges, so it is urgent to improve the core competitiveness. This paper takes the performance management of Dongying Branch of CCB as the research object, using the methods of literature, empirical analysis, hierarchy analysis and case analysis. Through the introduction of balanced Scorecard to implement strategic performance management and promote the coordination of organizational standards of conduct and employee standards of conduct in order to promote change. This research scheme can be applied to the management practice of Dongying Branch of CCB, and it can also be used for reference by other commercial banks.
【学位授予单位】：中国石油大学（华东）
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33;F272

【参考文献】