绩效考核是人力资源管理中的重要内容，也是体现企业核心竞争力的重要因 素之一。当前商业银行面临着激烈的市场竞争，与复杂的内外部环境。因此想要 在激烈的竞争环境中脱颖而出，就需要对原有绩效考核进行优化调整，在日常运 营与管理中对员工采取多种形式的绩效考核方法，最大化地发掘人力资源的内在 潜能，为银行整体经营目标的达成提供保障。 基于此，本文秉承发现问题、分析问题、解决问题的思路进行研究。首先， 通过参考绩效考核的相关文献和欧亿·体育（中国）有限公司，对LX农业银行的绩效考核现状进行问卷 调查，与银行各层级进行访谈等方法进行数据收集。归纳分析得出LX农业银行 绩效考核存在的问题包括：绩效考核指标设计不合理、绩效考核方法不完善、绩 效考核过程缺乏反馈与绩效考核结果缺乏应用。其次，通过分析得出导致以上问 题的原因为：对绩效考核的目的不清晰、缺乏绩效考核实施的组织保障、忽视了 员工绩效考核的参与和培训、尚未建立完善的绩效考核制度。再次，采取目标管 理法，平衡记分卡等方法定位企业目标及关键考核指标，然后通过关键绩效指标 法完成银行与部门与员工等层级考核指标的设计，并对银行绩效考核计划、实施、 结果反馈及应用等流程中进行优化改进。最后，为保障绩效考核方案顺利进行， 在组织、制度、文化层面制定实施保障措施，从而有助于LX农业银行完成战略 目标提升核心竞争力。 本文的特色是以目标管理法的思路定位银行管理的战略目标，以平衡记分卡 为框架找出与银行战略目标相关的关键成果，将关键成果细化成KPI指标用于 绩效考核。新绩效考核体系实现了银行战略目标的达成，构建了良好的企业员工 关系，提高了客户满意度，推动了核心竞争力的提升。但仍然有许多不足之处如 方案中的指标及权重仍然需要在银行日后的实践运行中去得到检验并调整。 关键词：银欧亿·体育（中国）有限公司；绩效考核；平衡记分卡；目标管理法 II Abstract Performanceappraisalisanimportantpartofhumanresourcemanagement,and alsooneoftheimportantfactorsreflectingthecorecompetitivenessofenterprises.At present,commercialbanksarefacingfiercemarketcompetitionandcomplexinternal andexternalenvironment.Therefore,inordertostandoutinthefiercecompetition environment,weneedtooptimizeandadjusttheoriginalperformanceappraisal,take variousformsofperformanceappraisalmethodsforemployeesindailyoperationand management,maximizetheinternalpotentialofhumanresources,andprovide guaranteefortheachievementofthebank'soverallbusinessobjectives. Basedonthis,thispapertakestheideaoffinding,analyzingandsolving problemstostudy.Firstofall,byreferringtotherelevantliteratureandmaterialsof performanceappraisal,thispaperconductsaquestionnairesurveyonthecurrent situationofperformanceappraisalofLXAgriculturalBank,andinterviewswithall levelsofthebanktocollectdata.TheproblemsofLXAgriculturalBank's performanceevaluationinclude:unreasonabledesignofperformanceevaluationindex, imperfectperformanceevaluationmethod,lackoffeedbackinperformance evaluationprocessandlackofapplicationofperformanceevaluationresults. Secondly,throughtheanalysis,thereasonsfortheaboveproblemsare:thepurposeof performanceappraisalisnotclear,thelackoforganizationalguaranteeof performanceappraisalimplementation,theneglectoftheparticipationandtrainingof employeeperformanceappraisal,andthelackofaperfectperformanceappraisal system.Thirdly,targetmanagementmethod,balancedscorecardandothermethods areusedtolocatethecorporateobjectivesandkeyassessmentindicators.Then,the keyperformanceindicatormethodisusedtocompletethedesignoftheassessment indicatorsofbanks,departmentsandemployees,andoptimizeandimprovethebank's performanceassessmentplan,implementation,resultfeedbackandApplication process.Finally,inordertoensurethesmoothprogressoftheperformanceappraisal program,weshouldformulateandimplementsafeguardmeasuresatthe organizational,institutionalandculturallevels,soastohelpLXAgriculturalBankof Chinaachieveitsstrategicobjectivesandenhanceitscorecompetitiveness. Thefeatureofthispaperistolocatethestrategicobjectivesofbankmanagement withtheideaofobjectivemanagement,findoutthekeyachievementsrelatedtothe III bank'sstrategicobjectiveswiththeframeworkofBalancedScorecard,andrefinethe keyachievementsintoKPIindicatorsforperformanceappraisal.Thenew performanceappraisalsystemhasachievedthestrategicgoalofthebank,builtagood relationshipbetweenemployees,improvedcustomersatisfaction,andpromotedthe improvementofcorecompetitiveness.However,therearestillmanyshortcomings, suchastheindicatorsandweightsintheschemestillneedtobetestedandadjustedin thefuturepracticeofthebank. Keywords:Bankingindustry;performanceappraisal;balancedscorecard;target managementmethod IV 目录 第1章绪论..................................................................................................................1 1.1硏究背景与研究意义.......................................................................................1 1.1.1研究背景.................................................................................................1 1.1.2研究意义.................................................................................................1 1.2国内外研究现状...............................................................................................2 1.2.1国外研究现状.........................................................................................2 1.2.2国内研究现状.........................................................................................3 1.3研究方法、主要内容与技术路线...................................................................5 1.3.1研究方法.................................................................................................5 1.3.2主要内容与技术路线.............................................................................6 第2章绩效考核相关理论..........................................................................................7 2.1绩效考核相关概念界定...................................................................................7 2.1.1绩效.........................................................................................................7 2.1.2绩效考核.................................................................................................7 2.1.3银行绩效评价.........................................................................................7 2.2绩效考核常用的方法.......................................................................................8 2.2.1平衡记分卡（BSC）.............................................................................8 2.2.2关键绩效指标法（KPI）.......................................................................8 2.2.3目标管理法（MBO）............................................................................9 第3章LX农业银行绩效考核现状及问题分析.....................................................10 3.1LX农业银行银行概况...................................................................................10 3.1.1经营概况...............................................................................................10 3.1.2组织结构...............................................................................................10 3.1.3银行员工情况.......................................................................................11 3.2LX农业银行绩效考核方案...........................................................................12 3.2.1绩效考核的组织机构...........................................................................12 3.2.2绩效考核指标及权重...........................................................................12 3.2.3绩效考核的流程及方式.......................................................................15 3.2.4绩效考核结果的应用...........................................................................16 3.3LX农业银行绩效考核方案存在的问题.......................................................16 3.3.1绩效考核整体实施情况不理想...........................................................17 V 3.3.2绩效考核指标设计不合理...................................................................20 3.3.3绩效考核方法不完善...........................................................................23 3.3.4绩效考核过程缺乏反馈.......................................................................24 3.3.5绩效考核结果缺乏应用.......................................................................24 3.4LX农业银行绩效考核方案