平衡计分卡不同实施状况下银行员工角色压力差异对比研究
发布时间：2018-09-18 17:26
【摘要】：随着银行业竞争的日益激烈，国内有众多银行正在或者准备应用平衡计分卡这一战略管理工具，以保持竞争优势，实现自身的经营目标。为保证平衡计分卡的成功应用，企业需要对内部结构、制度等方面作出相应调整，这势必导致员工职能的调整和重新分配，与之伴随的是能力的调整和心理上的调适。一旦员工不能调整好自身，做好角色定位和角色转换，就可能出现心理压力。这种压力如果处置不当，就会造成各种负面影响。目前，从组织层面的角度来研究平衡计分卡的文献已日渐成熟，然而，从个体层面来考察平衡计分卡实施的影响的文献还比较少有，鉴于此，本文从个体层面对实施平衡计分卡的影响进行研究，主要考察平衡计分卡实施的不同状况对银行员工角色压力的影响。 本文以平衡计分卡和角色压力的理论为基础，，对平衡计分卡运用于银行业的研究文献和员工角色压力的研究文献进行回顾，相关文献表明，组织层面的因素对员工角色压力存在影响，在此基础上结合笔者对银行员工进行的访谈，提出命题：平衡计分卡的实施对银行员工角色压力具有影响。通过对访谈进一步的研究，笔者发现平衡计分卡实施的不同状况，对员工角色压力的影响是存在差异的，据此提出了本文的假设。本文采用实证研究的方法，对实施平衡计分卡不同状况的七家银行的员工进行问卷调查，并根据实施平衡计分卡的时间长短将收集到的数据分为未使用、使用时间短、使用时间长三组，运用SPSS16.0对这三组数据进行方差分析，检验了实施平衡计分卡不同状况银行员工的角色压力（角色冲突和角色模糊两个维度）的变化，得出结论：1.使用平衡计分卡时间短的银行员工感受到的角色冲突和角色模糊比没有使用平衡计分卡的银行高；2.使用平衡计分卡时间长的银行员工感受到的角色冲突和角色模糊比使用平衡计分卡时间短的银行低；3.使用平衡计分卡时间长的银行员工感受到的角色冲突和角色模糊与没有使用平衡计分卡的银行无显著区别。从未实施平衡计分卡到实施平衡计分卡时间长，员工感受到的角色压力表现为“倒U”型曲线。然后对实证检验的结果进行讨论，分析产生这种结果的可能原因，并结合当前我国实行平衡计分卡的情况，提出管理建议：1.明确指标体系的因果关系；2.使战略成为每一个员工的日常工作；3.重视对员工的培训和沟通。文章最后对未来研究方向提出展望。
[Abstract]:With the increasingly fierce competition in the banking industry, many domestic banks are applying the balanced Scorecard as a strategic management tool in order to maintain their competitive advantage and achieve their business objectives. In order to ensure the successful application of balanced scorecard, enterprises need to adjust the internal structure, system and other aspects, which will inevitably lead to the adjustment and redistribution of staff functions, with the ability adjustment and psychological adjustment. Once the staff can not adjust themselves, do a good job of role positioning and role transformation, there may be psychological pressure. This pressure, if not handled properly, will cause a variety of negative effects. At present, the literature on the study of balanced scorecard from an organizational perspective has become more and more mature. However, there is little literature on the impact of the implementation of the balanced scorecard from the individual level. In view of this, This paper studies the impact of the implementation of balanced Scorecard from the individual level, mainly investigates the impact of different status of the implementation of balanced Scorecard on the role of bank staff pressure. Based on the theory of balanced scorecard and role pressure, this paper reviews the research literature on the application of balanced scorecard to banking and employee role pressure. The factors at the organizational level have an impact on the employee role pressure. Based on this, the author puts forward the proposition that the implementation of the balanced Scorecard has an impact on the role stress of the bank staff. Through further research on the interview, the author finds that the different conditions of balanced scorecard implementation have different effects on employee role pressure, and puts forward the hypothesis of this paper. In this paper, using the method of empirical research, the employees of seven banks implementing balanced scorecard are investigated by questionnaire, and according to the time of implementing balanced scorecard, the collected data are divided into unused, short use time. Using three groups of long time and using SPSS16.0 to analyze the variance of the three groups of data, this paper tests the change of role pressure (role conflict and role ambiguity) of bank employees in different status of implementing balanced scorecard, and draws the conclusion: 1. Bank employees who use BSC for a short period of time experience conflict and ambiguity in their roles 2. 5% higher than those without BSC. Bank employees who used the BSC for a long time felt less conflict and ambiguity in their roles than those who used the BSC for a short period of time. There is no significant difference between the bank employees who use the balanced scorecard for a long time and those who do not use the balanced scorecard. From never implementing the balanced scorecard to the implementation of the balanced scorecard for a long time, the role pressure felt by the staff is shown as "inverted U" curve. Then the paper discusses the results of empirical test, analyzes the possible reasons for this result, and puts forward some management suggestions: 1: 1, combined with the current implementation of balanced scorecard in China. Make clear the causality of the index system. Make strategy the daily work of every employee. Pay attention to staff training and communication. Finally, the future research direction is proposed.
【学位授予单位】：西南政法大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.3
本文编号：2248608
[Abstract]:With the increasingly fierce competition in the banking industry, many domestic banks are applying the balanced Scorecard as a strategic management tool in order to maintain their competitive advantage and achieve their business objectives. In order to ensure the successful application of balanced scorecard, enterprises need to adjust the internal structure, system and other aspects, which will inevitably lead to the adjustment and redistribution of staff functions, with the ability adjustment and psychological adjustment. Once the staff can not adjust themselves, do a good job of role positioning and role transformation, there may be psychological pressure. This pressure, if not handled properly, will cause a variety of negative effects. At present, the literature on the study of balanced scorecard from an organizational perspective has become more and more mature. However, there is little literature on the impact of the implementation of the balanced scorecard from the individual level. In view of this, This paper studies the impact of the implementation of balanced Scorecard from the individual level, mainly investigates the impact of different status of the implementation of balanced Scorecard on the role of bank staff pressure. Based on the theory of balanced scorecard and role pressure, this paper reviews the research literature on the application of balanced scorecard to banking and employee role pressure. The factors at the organizational level have an impact on the employee role pressure. Based on this, the author puts forward the proposition that the implementation of the balanced Scorecard has an impact on the role stress of the bank staff. Through further research on the interview, the author finds that the different conditions of balanced scorecard implementation have different effects on employee role pressure, and puts forward the hypothesis of this paper. In this paper, using the method of empirical research, the employees of seven banks implementing balanced scorecard are investigated by questionnaire, and according to the time of implementing balanced scorecard, the collected data are divided into unused, short use time. Using three groups of long time and using SPSS16.0 to analyze the variance of the three groups of data, this paper tests the change of role pressure (role conflict and role ambiguity) of bank employees in different status of implementing balanced scorecard, and draws the conclusion: 1. Bank employees who use BSC for a short period of time experience conflict and ambiguity in their roles 2. 5% higher than those without BSC. Bank employees who used the BSC for a long time felt less conflict and ambiguity in their roles than those who used the BSC for a short period of time. There is no significant difference between the bank employees who use the balanced scorecard for a long time and those who do not use the balanced scorecard. From never implementing the balanced scorecard to the implementation of the balanced scorecard for a long time, the role pressure felt by the staff is shown as "inverted U" curve. Then the paper discusses the results of empirical test, analyzes the possible reasons for this result, and puts forward some management suggestions: 1: 1, combined with the current implementation of balanced scorecard in China. Make clear the causality of the index system. Make strategy the daily work of every employee. Pay attention to staff training and communication. Finally, the future research direction is proposed.
【学位授予单位】：西南政法大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.3
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