The Study Of The Improved Scorecard In The Implementation Of GZ Bank Performance Management

By the end of 2015,China's interest rate market is basically completed,2016,is the financial market continued to deepen reform,The status of commercial banks as a major financial intermediary has been challenged;the Internet financial tide is also a wave of higher than the impact of China's traditional financial industry.China's commercial banks are facing enormous competition and severe challenges.In the case of external challenges,the internal environment is unfavorable,China's commercial banks want to survive the crisis,the urgent need for a scientific,sound and effective strategy-based performance management methods to promote the bank's strategic objectives.Compared with the traditional performance evaluation method(KPI),economic value added value method,360 ° performance feedback method and so on,the Balanced Scorecard is a kind of financial and non-financial index,internal process and external Customer performance,past performance and future performance indicators,long-term performance and immediate performance indicators,"the comprehensive assessment method for China's commercial banks to provide a new performance management ideas and framework.As early as many years ago,some commercial banks in China began to try to use the Balanced Scorecard performance evaluation method to the staff performance evaluation system.At present,many commercial banks in our country have started to use the Balanced Scorecard performance evaluation method.There is no doubt that the Balanced Scorecard performance evaluation method is the most suitable choice for the performance management of commercial banks in China at this stage.However,many commercial banks in China to use the Balanced Scorecard performance evaluation method have not good ideas,making the enterprise performance management did not achieve the desired goal,or even landslide.In this regard,the author of the Balanced Scorecard for many years as an example,to explore the Balanced Scorecard performance evaluation method in the commercial bank improvement strategy,with a view to the Balanced Scorecard performance evaluationmethod in China's commercial banks better use Provide reference.The first chapter of the paper introduces the background of the use of balanced scorecard in China's commercial banks,elaborates the theoretical and practical significance of the improvement of the performance evaluation method of commercial bank's balanced scorecard,and makes a study on the research ideas and framework of this paper This paper reviews the theoretical research and practical application of the performance evaluation of Balanced Scorecard at home and abroad,and enumerates the research methods of this paper and points out the innovation of this paper.The second chapter mainly focuses on the selection of the performance evaluation methods of the commercial banks and the improvement of the performance evaluation methods of the bank equilibrium scorecard in the following chapters.It focuses on the theory of strategic control and the performance management,Card performance evaluation method to do a detailed description.The third chapter lists three kinds of traditional performance evaluation methods which are more mainstream in China's commercial banks,and introduces their contents and their limitations in practical application,and further demonstrates the feasibility of the implementation of the balanced scorecard in China's commercial banks,Describes the current situation in the use of commercial banks in China at present,summed up its current use of commercial banks in the existing problems.The fourth chapter first introduces the basic situation of the case company GZ bank,followed by a detailed analysis of the GZ Bank's seemingly flawless performance evaluation method,and found that such a theoretical system in the implementation of the points,branches,departments,management As well as each ordinary staff occurred "distorted","deformation",and the actual situation of the GZ bank "does not match",I then summed up the GZ Bank Balanced Scorecard implementation of the seven major problems encountered.Thirdly,the author draws the strategic map of GZ Bank's head office level on the basis of combing the core values of the GZ Bank,the vision of the enterprise and the strategic objectives of the next five years,and then studies the development of the strategic performance plan of the Bank's head office balanced scorecard: The key performance indicators set,the key indicators of the value of the key indicators of the weight of theset,in this framework,the author then for the GZ Bank to develop a sector-level,employee-level strategic performance plan,combined with the actual situation of GZ Bank,Put forward some suggestions for employee motivation.The fifth chapter summarizes the research contents of this paper,points out some shortcomings of this paper and the improvement direction in the research.