A Bank Performance Appraisal System Based On Balanced Scorecard Optimization Study

To construct a scientific,efficient,accurate and comprehensive performance evaluation system is the basic project and the subject of The Times for commercial banks to enhance their core competitiveness and build a high-quality development model.However,in recent years,the performance evaluation system of commercial banks gradually tends to be rigid,and generally faces such practical problems as high staff turnover rate,insufficient enterprise development vitality,weakening performance incentive effect,and so on.The development of enterprises needs to find new breakthroughs.At the same time,in the background of the gradual improvement of the openness of the financial market and the rapid development of fintech,the traditional business environment,business model and product ecology of commercial banks are also facing great challenges.Therefore,by studying the optimization of the performance evaluation system of Bank A,this paper stimulates the vitality and kinetic energy of the bank’s internal staff with the help of new design ideas and evaluation methods,which plays a certain role in promoting the scientific training of talents by the management of commercial banks,promoting the operation transformation and updating the evaluation concept,and has certain reference value for accelerating the construction of modern commercial banks under the new situation.It has certain reference significance for the reform of performance appraisal system of other commercial banks,and is conducive to promoting the practical application and expansion of performance appraisal theory in banking financial institutions.This paper takes the optimization of the performance appraisal system of Bank A as the main line.On the basis of consulting A large number of domestic and foreign literatures,this paper comprehensively understands the current situation of the performance appraisal of bank A through the questionnaire survey,makes an in-depth analysis of the existing problems and causes of Bank A,and proposes to introduce the balanced scorecard to reshape the performance appraisal system of Bank A based on the above situation.Combined with the design idea of this paper,this paper mainly includes six parts: the first part mainly introduces the research background,research methods,research trends at home and abroad,research purpose and significance;The second part mainly describes the concept of performance appraisal,balanced scorecard and the related theories.The third part describes the current situation of the performance appraisal system of Bank A in detail,points out the problems existing in the current system and carries out the cause analysis;The fourth part constructs and designs the performance evaluation system of Bank A based on the balanced scorecard,designs new evaluation indicators,and determines the index weight with the help of the analytic hierarchy process.The fifth part puts forward the guarantee measures to promote the operation of performance appraisal system;The sixth part mainly introduces the research conclusion and prospect.This paper shows that there are four problems in the current performance appraisal system of Bank A,including too much emphasis on financial indicators,blocked communication channels between enterprises and employees,mechanical implementation,and imperfect feedback and incentive mechanism,and in-depth analysis of the causes of the above problems.Therefore,this paper proposes to combine the balanced scorecard theory and carry out the optimization design of the performance appraisal system from the four aspects of finance,customer,internal process,learning and growth respectively.In order to ensure the effective implementation of the new system,specific safeguard measures are put forward in four aspects,including performance appraisal system,personnel training program,supervision and feedback mechanism,and information technology application,so as to form A new performance appraisal system which is more in line with the strategic development of commercial banks,and explore feasible paths and methods for the optimization of the follow-up system of Bank A.