The Design Of Performance Management System Based On BSC Suitable For The Branch Of M Bank

In the financial system, commercial banks attract great attention from investors due to their special roles and significant leverage in the market. Recently, many big foreign banks, equipped with modern management system and strong capital, have entered domestic market and posed great challenges to domestic commercial banks. To face such challenges and to prosper in the future, it has become an urgent strategic need for domestic banks to adopt modern management structure and technique in order to compete with their foreign counterparts. Many economists and scholars have proposed a series of ideas and policies to improve the efficiency and competitiveness of domestic banks, such as the balanced scorecard.The balanced scorecard, as a comprehensive evaluating system, provides prompt and thorough information on all aspects of the business. In addition to an enhanced fiscal evaluating system, it includes many non-fiscal indicators. More specifically, the balanced scorecard mainly surveys a bank’s financial affairs, customer affairs, internal efficiency and strategic development, and balances the evaluations between fiscal and non-fiscal indicators, causal and effective indicators, long-term and short-term indicators, internal and external and leading and lagging indicators.By constantly adjusting the balance of all these aspects, based on multidimensional feedback information,it realizes dynamic adjustment of a bank’s strategic planning. In short, as an effective evaluation tool, the balanced scorecard has started to play a more and more important role in a financial bank’s management system, both guiding its business activity and providing useful information for allocating internal resource and motivating stuff members.In this paper, starting from the theoretical background of the balanced scorecard,through literature research, questionnaire investigation and case analysis and other research methods, will grasp the macro and micro analysis of organic combine, M for subordinate branch performance management as the research object, from the perspective of enterprise decision-makers to examine and analyze the existing management status, find out the existing problems and puts forward the improved process and optimize design scheme. From finance, customer, internal process, learning and growth four dimensions of commercial Banks of financial and non-financial indicators to conduct a comprehensive inspection, strive to explore and establish more in line with the actual situation at the bank, and a more scientific and more reasonable, more operational performance management system for subordinate branches, the grassroots operators can fully understand the superior bank’s mission, vision and strategic focus, and then convert strategic objectives into specific performance targets and action plans, to better guide the grass-roots management agency head and frontline staff around ZongFenHang strategic goals set priorities, to adjust the direction, to improve their subjective initiative and enthusiasm, so that the higher the strategic objectives be effectively carried out at the grassroots level, this to improve the effect of the implementation of the M bank performance management system and the strategic management level has certain reference significance, at the same time can also for other commercial Banks implement the balanced scorecard performance management system for reference.