The Study Of Performance Management System In F Bank Hefei Branch Based On Balanced Scorecard

With the trend of economic globalization and financial business internationalization,China’s banking industry has gradually played an important role in the international arena,but it also shows that the gap between China’s commercial banks and the international famous banks is more and more obvious,in the financial risk control,system management and financial strength of the backward problems to be solved.At the same time,with the improvement of the national economic level,the domestic financial products and the increasing demand,the competition between commercial banks in China is increasing.Facing the double pressure from the international and domestic,the performance management system of most commercial banks in China is still relatively backward.Secondly,the performance system attaches importance to financial indicators,ignoring the role of non-financial indicators on banks;Finally,management pays more attention to functional indicators and ignores feedback to employees.Therefore,the reform of performance management system is urgent.Balanced scorecard is a scientific performance management tool,it evaluates the current performance of enterprises by studying the relationship between finance,customer,internal operation process,learning and growth,so as to solve the existing problems from multiple perspectives.The birth of this tool overcomes the short-term behavior of commercial banks’ performance evaluation;,and is conducive to improving the overall management level of commercial banks.This articlehas six parts,the first part is the presentation,through the collection and research of domestic and foreign literature,summarize the research ideas and innovation points of this paper.The second part first introduces the content of performance management theory and balanced scorecard theory,and then carries on the theoretical analysis from two angles of objective management theory and contingency management theory.The third part briefly introduces the general situation of Hefei branch of bank f and the current situation of performance management system,then points out a series of problems,finally analyzes the necessity and feasibility of implementing the balanced scorecard.The fourth part introduces the construction of the balanced scorecard of Hefei branch of bank F.Firstly,the paper briefly introduces the framework of strategic map and the construction preparation process.secondly,through the reading and sorting of a large number of documents and the analysis of the current situation of bank F,four dimensions of indicators are designed.finally,on the basis of the consequence,the weights of the indicators of each dimension are set according to the analytic hierarchy process.The fifth part briefly describes the f bank Hefei branch in the implementation of the balanced scorecard in the process should pay attention to the problems and security measures.The sixth part is the conclusion and expectation,Summing up the above,points out the shortcomings,and puts forward the outlook.The innovation of this paper lies in the combination of research theory and personal practice experience,pay attention to the practice of the theory.This paper aims at the problems existing in the specific operation process of Hefei branch of bank F and the present situation of performance management system,combined with my practical experience and feelings,applies the theoretical knowledge of the balanced scorecard to construct the weights of the four dimensions of the balanced scorecard according to local conditions,and puts forward the guarantee measures for improving the performance management system.In this paper,the balanced scorecard theory and the actual situation of the bank,to a large extent,to solve the problem of theory and practice is not closely linked.Therefore,through the concrete practice reflects the scientific nature of the theoretical system and the lack of China’s banking performance management system is of great significance.