中国建设银行沈阳信用卡中心绩效考核体系研究

发布时间：2018-02-28 10:30

本文关键词： 平衡计分卡建行信用卡绩效管理绩效考核　出处：《沈阳大学》2017年硕士论文　论文类型：学位论文

【摘要】：信用卡业务的全面开展将我国金融改革推向了全新的阶段,将市场竞争机制真正的引入到了国有银行的传统体制中来。文章以中国建设银行(以下简称“建行”)沈阳信用卡中心为研究对象,通过对中心的绩效考核历史与现状进行全面的总结和客观的分析,设计出适应中心现有人力资源特点的新的绩效考核体系,以期提高信用卡中心的整体绩效考核水平。文章从建行沈阳信用卡中心绩效考核的实践出发,结合绩效考核理论对建行沈阳信用卡中心的绩效考核现状进行了全面的总结与分析。文章认为目前建行沈阳信用卡中心的借鉴平衡计分卡所设计的绩效考核体系已经不适用于新的经济形势和市场环境,只有将绩效考核与企业发展宏观战略紧密结合才能设计出符合现有市场要求和企业发展要求的有效绩效考核体系。文章通过问卷调查调查的方式,对原有的绩效考核方法进行了调查,结合问卷调查结果归纳了建行沈阳信用卡中心原有绩效考核三个主要问题:(1)利用访谈调查发现员工对绩效考核过程不满意,绩效考核过程中重结果轻管理现象突出。现行管理过程缺乏沟通与反馈,员工对于原有绩效考核的热情有限,绩效考核结果被认可的程度也不高。(2)设计问卷,运用问卷对员工的绩效考核情况进行调查,发现员工对目前的绩效考核体系的疑虑主要体现在对绩效考核满意度、对沟通反馈制度以及对绩效考核结构三个方面。(3)由于现有的绩效考核不能满足实际需要,所以在依照平衡计分卡的基础上进行了新的设计,过程中依据SWOT分析对目标进行分解。以分解指标为基础设计了指标库,并最终以企业团队主管为例进行了全面说明。平衡计分卡作为已经被国内外理论与实务界多方验证的绩效考核方式可以有效解决现有绩效考核体制制度落后、思维僵化等问题。为更加准确进行分析,本文特在原有基础上并利用平衡计分卡建立新的绩效考核体系。
[Abstract]:The comprehensive development of credit card business has pushed China's financial reform to a new stage. The market competition mechanism has really been introduced into the traditional system of state-owned banks. This article takes the Shenyang Credit Card Center of China Construction Bank (hereinafter referred to as "China Construction Bank") as the research object. Through a comprehensive summary and objective analysis of the history and present situation of the performance appraisal of the center, a new performance appraisal system adapted to the characteristics of the existing human resources of the center is designed. In order to improve the overall performance evaluation level of the credit card center, the article starts from the practice of performance appraisal in Shenyang credit card center of China Construction Bank. Based on the theory of performance appraisal, the paper makes a comprehensive summary and analysis of the current situation of performance appraisal in Shenyang credit card center of CCB. The paper thinks that the performance appraisal system designed by the balanced scorecard of Shenyang credit card center of CCB is used for reference at present. No longer applicable to the new economic situation and the market environment, Only by combining the performance appraisal with the macro strategy of enterprise development can we design an effective performance appraisal system which accords with the existing market requirements and the requirements of enterprise development. Based on the investigation of the original performance appraisal method and the result of the questionnaire survey, the author summarizes three main problems of performance appraisal in Shenyang credit card center of China Construction Bank: 1) using the interview investigation, we find that the employees are not satisfied with the performance appraisal process. The lack of communication and feedback in the current management process, the limited enthusiasm of the staff for the original performance appraisal, the degree of recognition of the results of performance appraisal is not high. Using the questionnaire to investigate the performance appraisal of employees, it is found that employees' doubts about the current performance appraisal system are mainly reflected in their satisfaction with performance appraisal. For the three aspects of communication and feedback system and performance appraisal structure, since the existing performance appraisal can not meet the actual needs, the new design is carried out on the basis of the balanced scorecard. In the process, the target is decomposed according to the SWOT analysis, and the index database is designed based on the decomposition index. Finally, taking the enterprise team manager as an example, the paper explains that the balanced scorecard, as a performance appraisal method that has been verified by many theoretical and practical circles at home and abroad, can effectively solve the backward performance appraisal system. In order to make the analysis more accurate, this paper establishes a new performance appraisal system on the basis of the original balanced scorecard.
【学位授予单位】：沈阳大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.33

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