| In the domestic market environment,the continuous expansion of new driving forces in all walks of life,the increasing number of new formats and new models,and the continuous expansion of new capital in new fields have also put forward higher requirements for the development of commercial banks,and the comprehensive ability of commercial banks to provide differentiated services for the real economy should be continuously strengthened.The business strategy and core competitiveness of commercial banks are usually based on ’ flow ’,’ safety ’ and ’profit ’ as the main strategic direction,so business income and risk management and control are also the focus of traditional performance appraisal.However,with the new requirements of financial supervision in the current economic market and the new development situation of the financial industry,new requirements have been put forward for the performance appraisal of commercial banks.It is necessary to not only realize the function of the original performance appraisal,but also take into account the strategic orientation and business philosophy of enterprise development.The balanced scorecard has emerged as a performance appraisal method for commercial banks.The non-financial indicators of the balanced scorecard assessment method have a guiding and promoting effect on financial indicators,which not only makes up for the shortcomings of traditional evaluation methods,but also enhances the comprehensive competitiveness of commercial banks in the financial market.At present,the performance appraisal method of commercial banks has generally moved closer to the balanced scorecard method,but at this stage,the actual implementation of the assessment method in commercial banks also needs to increase the management method of the integral system.Through the integral system,the marketing integral list is established to assist in calculating the monthly assessment performance and promote the establishment of the balanced scorecard performance appraisal system of commercial banks.This thesis takes the A branch of YC Bank as an example,through the literature research method and the investigation interview method,comprehensively uses the target management theory,the expectation theory and the fairness theory,and combines the investigation and interview of the relevant personnel of the A branch and the outlets.From the perspective of the performance appraisal process,the current situation and related problems of the performance appraisal of the A branch of YC Bank are sorted out and analyzed.It is found that there are some problems,such as incomplete index items,unreasonable index weights,lack of feedback process,insufficient system support,inadequate staff execution,unclear incentive effect and lack of improvement process.And put forward the optimization suggestions of increasing index items,adjusting index weight,increasing two-way feedback of performance appraisal,improving information system data support ability,strengthening assessment program and business ability training,improving employee organizational structure and promotion channel and increasing quarterly balanced scorecard. |
