Application Of Balanced Scorecard In Rural Credit Cooperatives

With the continuous deepening of financial reform,people's research on performance management of commercial banks is also increasinglY in-depth.As an eXtremelY important aspect of enterprise management,performance management is not onlY reflected in stimulating emploYees to create enterprise value,but also in guiding enterprise production and operation towards strategic objectives.Thus,Setting up a scientific performance management sYstem can promote the sustainable and healthY development of commercial banks.X CountY Rural Credit Cooperative is a small and medium-sized rural financial institution with assets of less than 10 billion Yuan.It has the independent legal personalitY with the missions of serving agriculture,countrYside and farmers,serving a small amount and supporting local economic development.In recent Years,with the fierce competition in regional industrY competition and the invasion of the market bY Internet finance,X CountY Rural Credit Cooperatives have encountered unprecedented challenges.AdditionallY,it is also in the critical period of reforming agricultural and commercial banks restructuring.The current performance evaluation sYstem,which focuses on financial indicators,has not adapted to historical needs.This paper introduces the theory of performance management and balanced scorecard,and makes a thorough analysis of the current performance evaluation system in X County,finds out the main problems,and summarizes the causes of the problems,and then uses the concept of Balanced Scorecard to construct the scientific performance management system of X County Agricultural Credit.Firstly,the author defines the strategic objectives and themes of X County Rural Credit Cooperatives by analyzing their competitive advantages.Then,according to the differences among the three levels of the Associated Press(head office),departments and employees,the author uses the four dimensions of the Balanced Scorecard to decompose them layer by layer,and draws the strategic maps of each level,and then draws lessons from the advanced experience of commercial banks and their own.Finally,the weights of the basic indicators are set by means of questionnaire survey and employee interviews.Finally,the Balanced Scorecard of the three levels of the association(head office),department and employee is formed.In addition,the author also puts forward some safeguard measures that need to be strengthened when applying the Balanced Scorecard to actual production and operation,so as to ensure the effective implementation of the system as far as possible.