| With China’s accession to the WTO, the continuous deepening of the process of global integration, the increasingly fierce market competition environment. The face of increasing competitive environment and fierce competition in domestic and foreign counterparts, commercial banks are actively seeking to change and transformation, which has almost become the common choice of China’s commercial banks face. In this context, a scientific and rational evaluation of the level of commercial banks operating performance, improve and refine the performance management of commercial banks, not only the objective requirements of the strategic transformation of commercial banks, commercial banks shall be the objective requirements of the competition of the domestic and foreign counterparts. The traditional performance management system in China’s commercial banks have been unable to adapt to the needs of the strategic transformation of the commercial banks under the new situation, but also unable to adapt to the needs of the performance management of commercial banks. Therefore, the commercial banks is very necessary to build a scientific and reasonable performance management system in order to better improve the level of performance and overall competitiveness of the commercial banks, this strategic transformation and long-term development of the commercial banks is of great significance.Balanced scorecard of financial, customer, internal processes, learning and growth of four perspectives on organizational performance assessment, emphasizing the strategic performance appraisal, comprehensive, balanced, and developmental. Since the Balanced Scorecard to produce since20years of time, quickly spread to the world, all kinds of enterprises and has won wide acclaim. Balanced Scorecard as a new strategic management tool, the strategy on the important position of the bank management process, describing a concrete manifestation of the strategy at all levels in the bank. As a performance management tool, the Balanced Scorecard is not only to overcome the lack of over-emphasis on financial indicators, and effectively promote the Bank’s future performance.At the same time, the Balanced Scorecard effectively layers of strategic objectives broken down into specific objectives for each department and staff, so that not only better able to convey to employees the strategic concept and the concept of performance management, but also help to improve the creativity of employees and enthusiasm. It is based on the above understanding, commercial banks should be by the four dimensions of the Balanced Scorecard, a comprehensive and balanced look at its performance.At present, China’s commercial banks are in a wave of reform, domestic commercial banks have put into intense and orderly reform. The face of increasingly fierce competitive environment, China’s commercial banks suffered the threat of domestic and foreign counterparts, in an invincible position in the competition, we must continue to create business opportunities and develop their own, and provide customers with a variety of products and services, improve customer satisfaction and loyalty. The same time, commercial banks must establish a customer-centric approach, a positive innovation, build new business processes and accelerate the pace of strategic transformation, improve the governance structure, improve operational performance. There is an urgent need to commercial banks in China during the reform process, the introduction of a powerful management tool-the Balanced Scorecard performance management system in order to structure the bank a competitive advantage, the bank strategic objectives. Thus, the balanced scorecard is a strategic management system, it is the strategy of commercial banks, commercial banks, long-term goals into specific executable actions of the commercial banks, commercial bank strategic implementation capacity; a strategic performance management approach using a combination of financial performance indicators and non-financial performance indicators to evaluate the performance.The object of this paper is the performance management of the China XX commercial bank XX Sub-branch. The thesis is divided into seven parts. Is the introduction of the first chapter introduces the research background, purpose, meaning and method of this study innovation; The second chapter is related to theory and literature review, this article need to be used in theory and existing research results summary, a theory pave the way for this study; Chapter Ⅲ on the basis of the analysis for the analysis of commercial bank strategic transformation of the environment, a detailed analysis of the current status of performance management of commercial banks and the problems, the performance management system for the development of scientific provide support; Chapter ⅩⅩ Sub-branch implementation of the Balanced Scorecard prerequisite for, respectively, from the feasibility and necessity of a detailed analysis; the fifth chapter in the analysis of XX Sub-branch of the background and current status on the basis of the sub-branches the strategic map, and build XX Sub-branch of the Balanced Scorecard performance management system, set of indicators from the financial, customer, internal business, learning and growth. four dimensions, respectively, to make it more timely of the dynamic to reflect the commercial banks operating performance; Chapter Ⅵ for commercial banks to the implementation problems that need attention in the Balanced Scorecard; Chapter Ⅶ of the contents of this article summary and outlook, the inadequacies pointed out that the content of further study. |
