摘要：績(jī)效考核是人力資源管理領(lǐng)域最棘手的任務(wù)。一項(xiàng)對(duì)92家美國(guó)公司的研究表明，大約有65%的公司對(duì)它們的考核制度有一定的不滿(mǎn)。另外一項(xiàng)研究則顯示，有80%以上的公司對(duì)它們的考核制度不滿(mǎn)意。某些美國(guó)管理權(quán)威甚至將績(jī)效考核過(guò)程稱(chēng)為管理的致命傷。許多人都知道考核制度會(huì)產(chǎn)生“不公平”。商業(yè)銀行績(jī)效考核也經(jīng)歷了一個(gè)不斷變化的過(guò)程。逐步從粗放的考核到科學(xué)化、精細(xì)化。目前，xx市農(nóng)業(yè)銀行傳統(tǒng)的考核指標(biāo)體系已不能適應(yīng)新形勢(shì)的要求，如何設(shè)計(jì)出符合x(chóng)x市農(nóng)業(yè)銀行發(fā)展現(xiàn)狀，科學(xué)合理反映xx市農(nóng)業(yè)銀行整體經(jīng)營(yíng)績(jī)效的考核評(píng)價(jià)體系是xx市農(nóng)業(yè)銀行發(fā)展的中心內(nèi)容。本文先對(duì)xx市農(nóng)業(yè)銀行進(jìn)行介紹，并結(jié)合x(chóng)x市農(nóng)業(yè)銀行自身發(fā)展的特點(diǎn)，對(duì)xx市農(nóng)業(yè)銀行績(jī)效考核評(píng)價(jià)指標(biāo)體系進(jìn)行分析，找出了其存在的問(wèn)題。最后對(duì)xx市農(nóng)業(yè)銀行績(jī)效考核方法進(jìn)行了設(shè)計(jì)，運(yùn)用平衡計(jì)分卡考核對(duì)xx市農(nóng)業(yè)銀行進(jìn)行績(jī)效考核，得到較為準(zhǔn)確的績(jī)效考核結(jié)果，提高績(jī)效考核體系的信度和效度，為人力資源管理提供可靠的依據(jù)或信息，使xx市農(nóng)業(yè)銀行將向著轉(zhuǎn)變和創(chuàng)新績(jī)效考評(píng)核理念、設(shè)置科學(xué)合理的績(jī)效考評(píng)指標(biāo)、以及采取多樣化的激勵(lì)手段方向發(fā)展。
關(guān)鍵詞：商業(yè)銀行 績(jī)效考核 平衡計(jì)分卡
Abstract: In assessing the performance objectives of the commercial banks play an important role in the management of commercial banks has become a mechanism to promote the development of a core business functions. At present, China's commercial banks, the traditional eva luation index system can not meet the demands of the new situation, how to design with the Commercial Bank of China's development, scientific and reasonable reflection of the overall operation of commercial banks to eva luate the performance of the system is a commercial bank at the center of the development of content. In this paper, the foreign commercial banks learn from the advanced experience, combined with China's commercial banks of their own development characteristics of China's commercial banks performance eva luation index system for analysis to find out their problems. China's commercial banks will shift towards innovation and performance eva luation of the concept of nuclear, scientific and rational set of performance indicators for eva luation, as well as the diversification of incentives, focusing on the use of the Balanced Scorecard assessment methods do a good job at commercial banks, such as performance appraisal direction.
Key words: commercial bank , performance assessment, balanced scorecard