Research On Performance Management Improvement Of M Bank Based On BSC

Commercial banks are an important part of China’s financial market and an important financial hub to raise funds to support China’s economic development.Nowadays,as China’s banking industry continues to open wider,some foreign banks with advanced management concepts and strong competitiveness have Entering the Chinese market,the challenges facing China’s major commercial banks are unprecedented.At present,the development of China’s banking industry is facing a period of strategic opportunities-financial market supervision is becoming more and more stringent,interest rate reform is fully market-oriented,and traditional bank performance management systems have been unable to meet the current development needs of commercial banks.The competition in the business operating environment is becoming increasingly fierce.The previous performance management evaluation system of Chinese commercial banks was mainly based on the evaluation of financial indicators.The impact of non-financial indicators on the business strategy of commercial banks is often ignored by commercial banks.Performance management,which in turn affects the further development of commercial banks.Therefore,for commercial banks,how to improve the bank’s own operation level through the performance management system,how to combine financial and non-financial factors to improve the performance management system is particularly necessary.This article takes M Bank as the research object and introduces a balanced scorecard to improve the performance evaluation system of traditional commercial banks on the basis of analyzing the basic concepts related to performance management.First,it introduces the background of the topic selection,the current research status at home and abroad,and the main research methods;secondly,it mainly introduces the basic concepts and theories related to performance management,performance evaluation,balanced scorecard,and AHP.Laid a solid foundation,the third part mainly discusses the current status of M bank performance management from the aspects of financial status,organizational structure,problems faced by M bank and its performance management system,and analyzes the problems existing in M bank performance management.The fourth part analyzes the feasibility and conditions of the introduction of balanced scorecards in commercial bank performance management,and explains the steps of applying M-banking balanced scorecards from five aspects.The fifth part designs the application of the balanced scorecard of M Bank,analyzes the expected effect from four aspects,and finally puts forward the safeguard measures for the implementation of the balanced scorecard of M Bank.