Abstract
基于平衡计分卡的建行SN分行绩效管理优化研究
工商管理专业
研究生翟霖指导教师董秋云
摘要 近年来随着金融业开放、移动支付的兴起以及互联网金融的发展，使
得商业银行之间的竞争不断地加剧。与此同时，疫情过后大量企业面临经营困难，
经营压力直接传导至银行，具体表现为银行存款明显下降，不良贷款上升。无论
是外部环境还是内部发展，都要求银欧亿·体育（中国）有限公司进行变革与创新，但无论银行如何变革
与创新，最终都离不开人才战略。
在此背景之下，本文基于平衡计分卡对建行SN分行的绩效管理优化进行了研
究。首先，本文对绩效管理理论与方法进行了简要的概述，并对现在存在的绩效
评估方法进行了对比研究；然后，对建行SN分行目前的状况进行了分析，包括经
营现状、组织现状、员工现状以及绩效管理现状，并采用问卷调查法分析得出目
前建行SN分行绩效管理过程中存在的绩效计划、执行、考核结果应用、反馈四方
面的问题及其成因；其次，提出了基于平衡计分卡优化目前建行SN分行绩效管理
的方案，该方案充分围绕建行SN分行的战略目标，根据平衡计分卡四个维度绘制
战略地图并确定各个维度的指标，采用层次分析法确定各个指标的权重，平衡计
分卡的应用很好的解决了建行 SN分行在绩效计划中的问题。接着又提出了建行
SN分行在绩效管理过程中的其他三个问题的解决方案；最后，考虑到优化后的绩
效管理方案在实际运行过程中可能存在的问题，提出了平衡计分卡的实施要点以
及绩效管理的实施要点；并指出为了优化后的绩效管理方案能够顺利运行，企业
应该提供的组织、文化、制度、技术、人员五个方面的保障措施。
本文基于平衡计分卡优化建行SN分行绩效管理，将分行的发展战略充分融入
到绩效管理中，进而兼顾了短期利益与长远发展，提升了分行的市场综合竞争能
力。另外，本文目标对象为国有大型银行的基层分行，以平衡计分卡理论为引导
设置指标具有较强的专业针对性，为今后各商业银行的应用提供参考，具有一定
的借鉴和指导价值。
关键词：商业银行 绩效管理 平衡计分卡
III
四川师范大学硕士学位论文
Research on Performance Management Optimization of
CCB SN Branch Based on BSC
Major:MBA
Postgraduate:Zhai lin
Tutor: Dong QiuYun
Abstract: In recent years, with the opening of the financial industry, the rise of
mobile payment andthe development of Internet finance,the competition among
commercial banks hasbeen continuously intensified. Atthe same time, afterthe
epidemic, a large number of enterprises faced operating difficulties, and the operating
pressure was directly transmitted to banks,which was manifested in a significant
decline in bank deposits and an increase in non-performing loans. Whether it is the
external environment or internal development,the banking industry is required to
change and innovate, but no matter how the bank changes and innovates, it is ultimately
inseparable from the talent strategy.
Underthisbackground,thispaperstudiestheperformancemanagement
optimization of CCB SN branch based on the balanced scorecard. Firstly, this paper
gives a brief overview of the theory and methods of performance management, and
conducts a comparative study on the existing performance evaluation methods; then,
analyzes the current situation of CCB SN branch, including the current situation of
operation, organization, and staff. and the status quo of performance management, and
use thequestionnaire survey method toanalyze the fouraspects of performance
planning, execution, application of assessment results and feedback in the current CCB
SN branch performance management process and their causes. Optimize the current
performance management plan of CCB SN branch, which fully centers on the strategic
goals of CCB SN branch, draws a strategic map according to the four dimensions of the
balanced scorecard and determines the indicators of each dimension, and uses the
analytic hierarchy process to determine the weight ofeach indicator, balance The
application ofthe scorecard hassolved theproblem of CCBSN branchin the
performance planning. Then, the solution to the other three problems in the performance
IV