HY证券公司BJ营业部绩效管理应用研究

发布时间：2018-03-23 01:33

本文选题：证券营业部　切入点：平衡计分卡　出处：《北京交通大学》2013年硕士论文　论文类型：学位论文

【摘要】：摘要：在当前信息时代,全球化市场竞争日益加剧。作为智力和资本密集型的证券行业,具有高风险高收益的特征。加入WTO以后,国外资本进入中国市场,而我国证券行业才刚起步,所以这一行业的竞争也更为激烈。我国的证券公司要想立足和长远发展,必须根据外部环境和自身状况,动态调整公司战略目标,并建立与战略目标相一致的绩效管理体系,以便及时、准确的评估战略目标的执行情况,为公司繁荣发展奠定基础。本文对HY证券公司BJ营业部原有的绩效考核体系进行了分析,并结合证券营业部自身情况,运用平衡计分卡基本理论和方法对BJ营业部绩效考核体系进行了优化设计方案的研究。首先,对BJ证券营业部的绩效管理体系中存在的绩效管理理念落后,绩效考核指标设计不合理,缺乏绩效沟通和反馈机制等问题进行了分析。其次,针对营业部绩效考核体系存在的问题,引入平衡计分卡对原绩效考核体系进行优化设计。从平衡计分卡的财务、客户、内部流程、学习成长的四个维度,分别对营业部公司级别、部门层面及个人三个层次进行深入分析,设计考核指标,确定指标权重,构建出营业部新的绩效考核体系。最后对绩效反馈及考核结果的应用进行了阐述,以保障新的绩效考核体系的顺利运行。本文运用理论与实践相结合的方法,将平衡计分卡应用到BJ证券营业部,通过目标层层分解,把营业部总体战略目标同员工工作行为结合起来,将大大提高员工的积极性,为营业部实现战略目标提供保障。
[Abstract]:Absrtact: in the current information age, the competition in the global market is becoming increasingly fierce. As an intellectual and capital-intensive securities industry, it is characterized by high risk and high returns. After China's entry into WTO, foreign capital enters the Chinese market. But the securities industry of our country has just started, so the competition in this industry is more intense. If the securities companies of our country want to base themselves on and develop in the long term, they must dynamically adjust the strategic objectives of the companies according to the external environment and their own conditions. And establish a performance management system consistent with the strategic objectives, in order to timely and accurately evaluate the implementation of strategic objectives, and lay the foundation for the company's prosperity and development. This paper analyzes the original performance appraisal system of BJ Business Department of HY Securities Company, and combines the situation of BJ Business Department of HY Securities Company with its own situation. Based on the basic theory and method of balanced Scorecard, this paper studies the optimal design scheme of BJ business department performance appraisal system. First, the performance management concept of BJ securities business department is backward. The design of performance appraisal index is unreasonable, and the problems of performance communication and feedback mechanism are analyzed. Secondly, the problems existing in the performance appraisal system of sales department are analyzed. Introduction of balanced Scorecard to the original performance appraisal system optimization design. From the balanced scorecard financial, customer, internal process, learning growth of the four dimensions, respectively, the business department company level, The department level and the individual level are analyzed deeply, the evaluation index is designed, the index weight is determined, and the new performance appraisal system of the sales department is constructed. Finally, the application of the performance feedback and the appraisal result is expounded. To ensure the smooth operation of the new performance appraisal system. This paper applies the balanced Scorecard to the BJ securities sales department by combining theory with practice. Through the decomposition of the objective layer by layer, the overall strategic goal of the business department is combined with the employee's work behavior, which will greatly improve the enthusiasm of the staff. Provide the guarantee for the sales department to achieve the strategic goal.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F832.39

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