| With the rapid development of China’s economic and financial industry comprehensive opening to the outside world, an influx of foreign Banks and domestic successful shareholding system reform and state-owned Banks and large emerging joint-stock commercial bank development, the domestic banking market competition intensifying, and small and medium-sized commercial Banks operating environment has changed profoundly. This change mainly displays in market share declining, asset quality and profitability decrease, management risk increase. In order to survive in such a market environment and development, small and medium-sized commercial Banks should strengthen the bank’s performance management. Previous bank performance evaluation is a kind of retrospective ex-post evaluation, rather than the comprehensive evaluation, the beforehand matter in less than a supervisory role. Such evaluation methods already cannot adapt to the needs of new situation, requires a set of can be predicted from each aspect to the development of bank supervision and control of integrated evaluation system of performance management, the balanced scorecard in Chinese commercial Banks urgently need to be used widely. Small and medium-sized commercial Banks as an important part of our country commercial bank also involves in the application of the balanced scorecard for performance management. About the balanced scorecard in China’s small and medium-sized commercial Banks in the specific application of literature is more, in the literature, most of the authors are detailed introduced how to design a performance management system within bank to scientific objective and fair evaluation of business performance level, so that the small and medium-sized city commercial Banks can be steady and healthy operation and long-term development. Based on the predecessors to small and medium-sized commercial bank and the research of the balanced score card, no longer, from a view of how to design, but how to perfect the existing balanced score card application in small and medium-sized commercial bank’s point of view for research. Based on small and medium-sized commercial Banks as the research object, the balanced score card has been further improved on the basis of the preliminary operation of small and medium-sized commercial Banks, the balanced scorecard as a set of reasonable and effective performance evaluation system, thus science truly evaluate its performance, continuously improve the core competitive ability of small and medium-sized commercial Banks.The main content of the full text is divided into six chapters, and each part summarized as follows:First chapter is introduction, introduces the research significance of this article selected topic background research ideas and methods of dissertation structure and innovation points.The second chapter is literature review of this article, mainly combed the relevant commercial bank performance management related literature, the specific divided into two parts, foreign and domestic. The two parts are first introduced the domestic and foreign commercial Banks to the evolution of the performance management system, summarized the typical performance management views of scholars and experts.The third chapter is the theoretical basis for this article, including three parts the first part introduces the relevant theories of performance management; The second part firstly introduces the connotation of performance management and the connotation of performance management of small and medium-sized commercial Banks, secondly listed in the traditional performance management approach; The third part of the performance evaluation method used in this article has carried on the detailed introduction, including the balanced scorecard development process and the necessity and feasibility of small and medium-sized commercial Banks performance evaluation.The fourth chapter is the focus of this article. this part is divided into seven parts:the first part is the definition of small and medium-sized commercial Banks; The second part is this article selected case object standard and the source of the information and data; The third part of case study object of this paper has carried on the detailed introduction of the basic condition of A bank; The fourth part is A bank using the balanced scorecard performance appraisal system present situation and existing problems; Fifth part to perfect the balanced scorecard performance management at A bank, including perfecting the thinking of the balanced scorecard assessment of the balanced scorecard indicators after heavy classification and measurement and improvement of the balanced scorecard to measure after the sixth part is the improvement of the balanced scorecard assessment index system applied in A tier-one branch of the bank; The seventh part is A branch of bank of Ningbo A personal business application of the balanced scorecard.The fifth chapter is to perfect the small and medium-sized commercial Banks, the balanced scorecard performance management advice.The sixth chapter is the conclusion and deficiencies.This article possible innovation points in three aspects:one is the research perspective is relatively new in this paper, specifically for the improvement of the performance management system of small and medium-sized commercial Banks to study two index content is relatively new in this paper, starting from the strategic objectives of small and medium-sized commercial Banks, the evaluation index is divided into three categories, namely the integrated business and personal business class three categories, content is relatively new three cases selected is relatively new in this paper, respectively, for A bank registered and Ningbo branch performance evaluation, and analyzes the performance appraisal results.The deficiency of this article is about:A balanced scorecard performance management system as A whole, in A bank for learning and growth dimension index weight design also needs to be refined and perfect the second, in the latest assessment of the performance evaluation system, A bank will eight primary branch is divided into two categories, but in the performance evaluation of balanced scorecard to measure, and not to discriminate between different categories of branch, but all adopt the same examination way to make A comprehensive performance evaluation of three is involved in the performance appraisal evaluation index data basically belongs to the bank’s internal confidential data, so the author collected data is limited by A lot of four is the author’s own ability and the writing time limit. |
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