1、题目 基于平衡积分卡的A商业银行绩效考核研究摘 要在中国经济新常态下，经济结构转型调整，利率市场化收官在即，互联网跨界竞争狼烟四起，大数据、电子货币、移动支付、人工智能等科技创新正在“跳跃式”地向我们走来，我国银行业竞争处于白热化阶段,中国商业银行遇到的风险不断增多。基于上述风险与压力的中国商业银行需要从提升自身综合竞争水平着手,开展科学的风险控制，健全监管制度,提升综合能力,激励创新产品与服务。其中平衡计分卡考核系统全面思考财务与非财务两部分内容,高效处理了修订战略和执行战略相分离的问题,弥补了现实执行中的缺陷,可以精准展现银行当前的运作情况。因此,在商业银行使用平衡计分卡可促进自身运作战略
2、与实施策略的完美结合,依照当前管理策略全面创建银行内完善的管理体系，把银行的精力放到自身战略实施上,进一步审核内部与外部发展环境,从本质上提升银行在此领域的综合水平。本文通过理论与实践相结合，调查与分析相结合，定性与定量相结合，整体研究平衡计分卡在A商业银行绩效考核时期的现实情况。本文主要对绩效考核与平衡计分卡有关概念开展研究，之后将A商业银行当做案例，基于其使用平衡计分卡开展绩效考核时期出现的现实问题开展深入研究， 把公司发展战略与绩效考核相融合，指出可实施的高效预案，为目前商业银行的绩效考核指出合理意见。创建以战略为向导的绩效考核系统，全面达成公司综合发展目标，提高公司的竞争水平。 本文的
3、创新之处在于根据平衡计分卡的内在逻辑关系，紧密围绕A银行发展战略，优化设计各维度考核指标，拓展优化风险管理和内控合规指标。坚持按照价值导向和轻型导向考核财务维度指标；提高客户维度考核权重，在继续扩大批发和零售客群基础的同时持续提升客户经营和价值挖潜能力；基于客户需求改进流程维度指标设计，提升客户体验，增强客户黏性；完善学习与成长维度指标，保持员工队伍稳定，提升员工队伍专业素质。持续加强风险管理和内控合规考核，有效防范和化解各类风险，尤其是信用风险，在优化此类考核指标的前提上，创建风险管理指标系统与内控合规指标系统，且将其添加到现实考核内容中，从而抓好各项基础管理工作，构建更加综合全面的绩效考核
4、体系。关键词:平衡计分卡，商业银行，绩效考核AbstractUnder the new normal of Chinas economy, the adjustment of economic structure, the end of interest rate marketization, the cross-border competition in the Internet, and technological innovations such as big data, e-money, mobile payments, and artificial intelligence are
5、coming to us in a “jumping” manner. The competition in the domestic banking industry has become increasingly fierce and the challenges facing Chinas commercial banks have continued to grow. In the face of such challenges and pressures, Chinas commercial banks should proceed from the perspective of i
6、ncreasing their core competitiveness, carry out good risk control, improve the management system, improve the management level, and encourage innovative products and services. The Balanced Scorecard assessment system considers financial indicators and non-financial indicators, effectively solves the
7、 problem of the disconnection between the formulation strategy and the implementation strategy, fills in implementation loopholes, and can fully reflect the banks operating conditions. Therefore, the application of balanced scorecards in commercial banks can achieve the unification of their business
8、 strategies and implementation strategies, establish bank internal management models in accordance with the banks management strategies, and pay attention to the banks core processes in the banks strategic practice, and comprehensively review its internal and external The external environment fundam
9、entally improves the competitiveness of banks in the industry. This article combines the theory and practice, the combination of investigation and analysis, the combination of qualitative and quantitative, and comprehensively analyzes the application of the Balanced Scorecard in performance evaluati
10、on of A commercial bank. This article first elaborates the relevant theories of performance appraisal and Balanced Scorecard. Then take A Commercial Bank as an example, analyze the problems existing in the performance appraisal process of applying the Balanced Scorecard, and analyze the development
11、strategy and performance of the company. Combining assessments, put forward feasible improvement plans, and provide suggestions for the performance evaluation of commercial banks under the new economic situation. Establish a strategy-oriented performance assessment system to jointly complete the com
12、panys business objectives and enhance the companys competitiveness.The innovation of this paper is based on the internal logical relationship of the balanced scorecard, closely surrounding the development strategy of Bank A, optimizing the design of various dimensions of assessment indicators, and e
13、xpanding the optimization of risk management and internal control compliance indicators. Persisting in assessing financial dimension indicators in accordance with value orientation and light guidance; improving customer assessment weights, continuing to expand the base of wholesale and retail custom
14、ers, and continuously improving customer operations and value potential; improving process dimension indicators based on customer needs to improve customer experience Enhance customer stickiness; improve learning and growth dimension indicators, maintain the stability of the workforce, and improve t
15、he professional quality of the workforce. Continuously strengthen risk management and internal control compliance assessment to effectively prevent and resolve various risks, especially credit risks, and establish a risk management index system and internal control compliance index system based on t
16、he optimization of the balanced scorecard assessment indicators, and include assessments. In order to do a good job of basic management, build a more comprehensive and comprehensive performance appraisal system.Finally, in the conclusion part of the article, we pointed out the problems we should pay attention to when applying the balanced scorecard model for performance evaluation and how to construct an effective evaluation index system. Through the study
