The Research On M Bank’s Internal Audit Department Performance Evaluation System

M Bank, founded in the1950s, is the one associated with the development of newChina’s large state-owned commercial banks. After several spin-off, rebuilt, stripped,restructuring, M Bank has now become an important component of China’s financialsystem department.2010M Bank completed two places at the same time in Shanghai,Hong Kong listed, has now become a collection of banking, insurance, securities,investment business in one of the large international modern financial and commercialGroup. In order to further improve the corporate governance structure, deepen the reformprocess of the joint-stock company, M Bank to break the existing regulatory model, onehigh and more advanced, more independent, more effective new internal audit frameworkthat led directly by the Board within the modern audit system. After the reform of theinternal audit department in terms of financial, administrative, personnel, completelyindependent of the operating management, the focus past mere compliance checks to riskaudit, management audit, performance audit of both the direction of development,concerned about the concern of the Board viewed from the perspective of the board ofdirectors and senior management and examine the development of the Bank’s business,and found the problem to report directly to the Board of Directors, to provide their own topreserve and increase the value-added role, effectively promote the realization of thecompany’s overall strategy, and thus the overall M Bank toward healthy and effectivedevelopment goal.M bank’s internal audit department performance management will conduct in-depthresearch to reveal the existing performance appraisal system exists not prominentassessment focused too subjective evaluation criteria, operability is not strong, theexamination results are too close to other issues, and to analyze the causes of theproblems pointed out M banks need to establish a clear direction, a clear evaluationcriteria assessment performance appraisal system. Through the integrated use of thebalanced scorecard key performance indicators, key behavioral indicators law as well as360-degree evaluation redesigned M Bank performance appraisal system, and from theorganizational level, work responsibility system, system security system, the assessmentprocess should be noted proposed concrete and effective measures and recommendations.