| Since the year of 2007, China's financial industry has been fully opened, the commercial banks of our country has ushered unprecedented opportunities and challenges. Today, competations in banking industry increases, More and more attention has been paid in the evaluation of operating results of commercial banks. Performance Evaluation of China's commercial banks are divided into internal and external performance evaluation. internal performance evaluation means that Bank Board of Directors call for the development and implementation of performance evaluation, it's Evaluation of business performance management and supervision. China's external performance evaluation is mainly for regulatory agencies to oversee the banking operations conditions. Internal evaluation based on the evaluation of different objects and the evaluation function can be divided into several. For example, the evaluation of branch department is a longitudinal evaluation, The evaluation of functions is a horizontal evaluation, employee evaluation and the evaluation of executive officers and so on. At present, most related topics are around the operating results of the head office of commercial banks to conduct performance evaluation. performance evaluation on Branches of commercial banks are relatively few. And our policy is a top-down system of the sub-branch. Head Office is a legal entity, its branches do not have independent legal person status. Therefore, some indicators can not be used in commercial bank branch performance evaluation. In particular, some indicators is not operable enough for branches, they have little practical significance to branches. This study focused on how the branches of commercial banks to conduct performance evaluation. as a bank management system, Performance appraisal system is an important part of the driving force of banking reformation, and also a powerful tool for strategic adjustment of the banking sector. How to play a greater and more active role in maximizing the value of banks and enhance core competitiveness has become a priority major topic in the management.This text is divided into four chapters. Main research contents are as follows: Chapterâ… .The first chapter is an introduction of writing this article.it mainly introduces the background and research methods and research significance, and ask questions:How to create an effective performance evaluation system for commercial bank branches? This section of the paper plays an overview of the role. "Followed by literature review, the major review of domestic and foreign bank performance evaluation method of the main development process, Set out the main use of five methods currently:The traditional financial ratio analysis and DuPont analysis, EVA system, RAROC, the balanced scorecard.Chapterâ…¡.The second section comments on the Balanced Scorecard. It mainly includes three aspects. First, the design of the balanced scorecard ideas and concepts are introduced, and the four dimensions of the balanced scorecard elaborated on the relationship between each other. Secondly, the balanced scorecard with the traditional comparison were made separately, it sets out the balanced scorecard advantages and shortcomings of traditional evaluation methods. In The final it analyses the main issues in the commercial bank branch's performance evaluation system, as well as the balanced scorecard for commercial bank branch performance evaluation of the feasibility analysis and the need for analysis.Chapterâ…¢.The third chapter is a empirical research on the Branch's performance of X County, it is the focus of full text. First,have a dynamic analysis of intercropping from the five basic aspects (business performance, cost performance, asset flows, assets, security situation, capacity development conditions) of the Bank from 2004 to 2008. Every aspect of the indicators are indicators of basic indicators and amendments to the composition and the way in order to illustrated the results of these indicators are described. Then began the establishment of X branch's balanced scorecard. The first step is selecting a indicator which can reflect the development of X branch to be the balanced scorecard indicators, according to the analysis of the results. It laid the foundation for the establishment of the balanced scorecard of X-branch. The second step then according to the actual situation of X branch, selected a representative of the non-financial indicators, thus constitute a balanced scorecard of the four dimensions, drawing out the Balanced Scorecard, after designing a balanced scorecard indicators, the next I would try to give the target weight. Taking into account the cost estimates as well as the balanced scorecard indicators pose is less and simple. I take a research on the data for reference, gives weight to its targets, and get a complete Balanced Scorecard. Completed the design of the balanced scorecard does not mean that the balanced scorecard can be implemented without hindrance, the new system will always be obstacles to its implementation, the author proper ly analysis the obstacles may be encountered in the implementation of the course. As with all the ultimate goal of performance evaluation methods, like the balanced scorecard is also a performance evaluation in order to better carry out the work to better promote the incentives. So I try to results with pay incentives linked to proposed 46 sub-system.60% of the performance-based pay and synthesis of the results of performance appraisal linked to performance-based pay 40% and the Balanced Scorecard linked to scores of financial indicators.Chapter IV is the last part of the article, first summarized the induction of the article, followed by the conclusions of this study, the relevant policy recommendations is a full empirical analysis of the results and recommendations. First of all recommendations are given to branches X. Including the implement of the balanced scorecard, the recommendations also include the operation and development proposals.Second, the article get the specialization of these recommendations into general and the author's suggestions and views on the performance of bank branches to establish evaluation index system and method of performance evaluation is given.Throughout the study, this paper has contributed to the following aspects:1.The study of commercial bank performance appraisal system and the relevant literature, as well as domestic and foreign development process carried out systematically organized, in order to to help further study the performance evaluation of the activities of commercial banks.2.From the perspective of a relatively new-three branches, this paper proposes three branches suitable for performance evaluation method is the Balanced Scorecard, and try to design the Balanced Scorecard for the X branches.3.author's recommendations are based on analysis of the current performance appraisal system of the Agricultural Bank of China branch X, including specific operational aspects, and also about improving the performance appraisal system from a visual complement to the indicator system. The promotion of commercial banks and development, and enhance the ability to create and play an incentive role in help.4.This paper attempts to evaluate the results of performance linked incentives and to make further deep discussion.At the same time, due to the author knowledge and capacity is limited, this paper studies the following deficiencies exist.1.In this paper, the use of dynamic analysis will be sub-branches in five years, made a detailed evaluation of business performance. When building a performance appraisal system, data sources due to constraints, the design of index system to the results of the main financial indicators.Some non-financial indicators, such as: customer retention, customer penetration rates and other indicators such as the internal control management of a lack of detailed data to support.With the Bank of data collection and collation of technology continues to improve, other non-financial categories of indicators of evaluation should be more perfect in order to be more real, complete and reflect the branch's performance.2.This paper designed the Balanced Scorecard, but due to constraints, can not use the data for their empirical analysis.Because if there is no need, branch does not have the specific value of non-financial indicators of the past years.3.The Balanced Scorecard designed in this paper only applies to X branch's overall performance evaluation.If you delve into the depths,it can be further broken down to various departments and staff, This can also be the next step necessary to examine the contents of the supplement.Performance appraisal system is a basic framework. Relevant answer to the question constitutes a commercial bank's basic content of the performance appraisal system.Because the reality of the ever-changing business environment, commercial banks need to continuously develop new strategies to adapt to the new situation, therefore, performance appraisal system should advance with the times. |
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