摘 要
建立面向银行的绩效考评体系，通过合理绩效考评指标的设立和正确考评方法的应用，对工作绩效做出合理正确的评价，在此基础上配合以适当的激励机制构建来实现有效激励，这既能够提高员工的绩效水平，做到人尽其用，同时也能够带来银行综合竞争力的不断提升。未来商业银行之间的竟争将从规模、技术等层面逐步转向人力资源层面的竞争，在此情况下，商业银行人力资源管理水平的高低将成为制约其核心竞争力的重要因素。建立面向银行的绩效考评体系，通过合理绩效考评指标的设立和正确考评方法的应用，对工作绩效做出合理正确的评价，在此基础上配合以适当的激励机制构建来实现有效激励，这既能够提高员工的绩效水平，做到人尽其用，同时也能够带来银行综合竞争力的不断提升。
本文以平衡计分卡理论为基础，分别从管理层和员工的角度，深入分析H商业银行的绩效管理的现状，对H商业银行绩效管理存在的问题和原因进行分析，对H商业银行的绩效管理进行一定的改进和优化：首先，从国内外绩效管理的相关研究与理论基础出发，对绩效管理的基本原理进行阐述，其中包括：对绩效管理的概念、绩效管理相关一些理论以及绩效管理的方法等，在国内外文献综述的基础上提出课题研究的重点和难点问题；其次，对H商业银行目前的绩效管理现状、存在的问题影响原因进行研究；然后，提出对H商业银行绩效管理的优化设计方案，运用平衡计分卡理论，并从财务维度、客户维度、内部流程维度和学习和成长维度对其绩效管理进行优化设计，最后，提出绩效管理优化方案的实施和保障措施，从而提高H商业银行的竞争力。
关键词：平衡计分卡；绩效考核；层次分析法；体系优化
ABSTRACT
Establish a bank oriented performance evaluation system, make reasonable and correct evaluation of work performance through the establishment of reasonable performance evaluation indicators and the application of correct evaluation methods, and cooperate with the construction of appropriate incentive mechanism to realize effective incentive, which can not only improve the performance level of employees and make full use of people, At the same time, it can also bring the continuous improvement of the comprehensive competitiveness of banks.In the future, the competition among commercial banks will gradually shift from scale and technology to human resources. In this case, the level of human resources management of commercial banks will become an important factor restricting their core competitiveness. Establish a bank oriented performance evaluation system, make reasonable and correct evaluation of work performance through the establishment of reasonable performance evaluation indicators and the application of correct evaluation methods, and cooperate with the construction of appropriate incentive mechanism to realize effective incentive, which can not only improve the performance level of employees and make full use of people, At the same time, it can also bring the continuous improvement of the comprehensive competitiveness of banks.Based on the Balanced Scorecard theory, this paper deeply analyzes the current situation of performance management of H commercial bank from the perspective of management and employees, analyzes the problems and causes of performance management of H commercial bank, and improves and optimizes the performance management of H Commercial Bank: firstly, starting from the relevant research and theoretical basis of performance management at home and abroad, This paper expounds the basic principles of performance management, including: the concept of performance management, some theories related to performance management and the methods of performance management, and puts forward the key and difficult problems of the research on the basis of literature review at home and abroad; Secondly, it studies the current situation, existing problems and influencing reasons of performance management of H commercial bank; Then, it puts forward the optimization design scheme of performance management of H commercial bank, uses the Balanced Scorecard theory, and optimizes its performance management from the financial dimension, customer dimension, internal process dimension and learning and growth dimension. Finally, it puts forward the implementation and guarantee measures of performance management optimization scheme, so as to improve the competitiveness of H commercial bank.
Key words: Balanced Scorecard; Performance appraisal; Analytic hierarchy process; System optimization
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