Study On The Optimization Of Performance Management System Of X Branch Of China Construction Bank

As a national financial enterprise,the state-owned commercial bank is an important part of China's commercial banking system,which plays an important role in the development of China's economy and finance.However,in the development of global economic and financial integration trend,the state-owned commercial banks had to deal with the challenges: the country is on the banking capital structure adjustment and transformation,the future of banking market will no longer be the state-owned commercial banks dominate,private banks and foreign banks have been established,so that the competition between banks.The state-owned commercial bank is through a series of optimization system reform to enhance the strength of the enterprise,reform and optimization is to establish an effective performance management system.Balanced Scorecard and key performance indicators,as an advanced performance management tool,have long been favored by researchers.Compared with the traditional performance appraisal methods,the balanced scorecard strategy as a guide,the realistic goals and long-term development together,the short-sighted behavior of the pursuit of short-term profit of circumvention of financial,customer,internal business process and learning and growth in four dimensions of the index system for the integration of non the financial and financial indicators of overall planning,set up more scientific,management activities to promote enterprise performance more comprehensive,contributed to the success of the implementation of the strategy of the enterprise.In this paper,the Construction Bank Chinese X branch as an example,the X branch performance appraisal now as a starting point,analysis,explore the existing problems in the evaluation,and then introduced the BSC which is used to study the optimization of the performance management system of X branch.The first step,the overall strategic objectives of X branch,which is divided into four dimensions of strategic objectives;the second step,the key performance factors extracted from various dimensions,taking the advanced methods of domestic and foreign research results and the other contact communication with management,select the KPI index on different dimensions;the third step,the use of the analytic hierarchy process(AHP)to calculate the index weight distribution,the X branch of the balanced scorecard.This paper through a case study of X branch,points out the common problems may exist in the performance management system of commercial banks,to provide a balanced scorecard index design and weight calculation method of the distribution,is the dominant body based on the Balanced Scorecard performance management system,and provide a theoretical basis and practical case for the reform of the performance the management system of state owned commercial banks.