摘要
随着入世承诺兑现时间表的推进，外资银行纷纷抢滩国内市场，国有商业银行面临前所未有的竞争形势。关于国有商业银行产权改革、治理机制方面的论述已经较多，笔者目前在一家国有商业银行基层支行工作，对绩效管理问题关注已久，希望在研究生毕业之际对此问题进行研究，以期提出有价值的看法，对国有商业银行基层支行绩效管理有所裨益，为改善国有商业银行经营的微观基础，增强我国金融企业的竞争力做出一份贡献。
国有商业银行基层支行的绩效管理是一个融合了金融学和管理学的综合性课题，具有一定的前瞻性和实践性。绩效管理的过程一般包括绩效计划、组织实施、绩效评估、反馈、诊断与控制，这四个基本步骤是一个循环体，作用于基层支行各业务流程，推动绩效管理的实现。但目前基层支行运用绩效管理并不多，尚处于绩效评估阶段。
绩效评估是组织内部对经营单位或个体在一定经营期间的资产运营、财务效益进行评价，得出结果的过程。绩效评估是最具争议性的问题，如何科学合理的进行绩效评估对于绩效管理具有十分重要的意义。本文将通过介绍某国有商业银行基层支行目前采用的绩效评估方法，剖析目前国有商业银行基层支行绩效评估的特点及存在的问题。
绩效管理是一个完整的系统，在这个系统中，组织中各层级的机构、中高层管理人员和员工全部参与进来，在持续不断沟通的过程中，上级机构帮助下级机构、管理人员帮助员工清除工作过程中的障碍，
提供必要的支持、指导和帮助，各主体共同完成绩效目标，实现组织的远景规划和战略目标。国有企业包括国有商业银行历史上主要是不断改进绩效评估的方法，并不存在真正意义上的绩效管理，这正是基层支行改进管理工作的重要方面。
绩效管理的基本原则是指导绩效管理实践的工具，具有方向性的作用。不遵循绩效管理的基本原则，就无法顺利实施绩效管理，取得理想效果。绩效管理活动应遵循计划性、流程性、系统性、目标性、强调沟通的原则，只有坚持了这些原则，绩效管理才能真正运作起来。结合管理学知识，笔者提出了绩效管理可以运用的方法，包括外部导向法、关键成功因素法（KPI）、平衡记分卡，这些方法为我们操作绩效管理提供了具体手段，对绩效管理实践有很强的指导作用。
最后本文将论述基层支行实施绩效管理需要的环境条件，主要从组织保障、信息管理、道德建设、组织文化等方面予以阐述，希望通过这些方面的建设，为基层支行的绩效管理创造适宜的环境条件，让绩效管理发挥更大的作用。
国有商业银行改革之路任重而道远，希望本文的论述能对提高国有商业银行的经营基础——基层支行的绩效管理水平有所帮助。基层支行绩效水平得到切实提高，将为国有商业银行良好运作奠定坚实的微观基础，其综合竞争力才可能发生质的飞跃，我国银行业将有能力迎接来自外资银行的挑战。这也是笔者撰写此文的良好愿望。
As the promises of entering WTO to be taken in the near future, many foreign banks come into China for more market ratio. So fierce competition is in the face of the national commercial banks. There are so many articles for the propriety reform and management reform of the national banks. The writer of this article is working in a sub-branch of a national bank. She pays more attention to performance management. She hopes to do some research on this topic at the end of her postgraduate study.
The performance management of national commercial banks' sub-branch is a convergent topic of financial and management, it is forward-looking and practicable. Few performance management is used in the sub-branch now. Instead, the most used is performance evaluation。Performance evaluation is a process of estimating asset operating, financial performance of a single unit. While the performance management involves the idea of management recycling, it is a system. In this system, different layers of the unit, the managers, and the employee are all involved. In the process of communication, the upper helps the lower, and the managers help employee to sweep away the obstacles in the work. They will attain the performance object, prospective plan and strategy objects in whole. But for our national enterprises including national commercial banks, they are paving their way for improvement the methods of performance evaluation, not the real performance management. But this is the most important for the sub-branch to improve their management skills.
The basic rule of performance management is that it is a tool for teaching the practice of performance management. Our aspirations can 't be realized if we do not obey the basic rules of the performance management. Performance management should obey the rules of first-planning, procedural, systematic, objectivity and
communication-emphasizing, otherwise the performance management can not be used really. From the management theory, the writer pointed out the methods that could be used in the performance management, including the Benchmarking，Key Performance Indicator，Balanced-scorecard. These methods provide us many practical tools of performance management, and they are helpful for performance management practice.
Performance management has a strong systematic characteristics. It emphasizes process management and performance evaluation. And these double-aimed for process and result provides important ways for realizing the enterprise's strategy objectives. The process of performance management always includes performance plan, operating, performance evaluation, feedback, judge and control. These four steps is a complete recycle, and improves the realizing of performance management in sub-branches. Performance evaluation is a most disputable problem, and how to do performance evaluation scientifically is very important for performance management. The writer will analyze the character of performance evaluation and the problems in sub-branch of national bank, through introducing the methods that the sub-branch used in performance evaluation.
At last, the writer talks about the environment , especially organization ensurence, information management, morale construction, and organizition culture, for the sub-branch to use performance management. It is hoped to provide a good environment for performance management through these constructions, and make performance management more useful.
It is a long way for the success reform of the national bank, maybe this article can be helpful to improve the level of performance management in sub-branch. At all, the sub-branch is the operating base of national banks. If the performance of sub-branches can be improved
progressively , the national bank will get a good operating micro-base. And the integrated competition will be improved in essence. For our national banks, maybe they can meet the challenge from the foreign banks. And this is just a good will of the writer of this article.
引文
一、著作
1、孟建民主编：《中国企业效绩评价》，中国财政经济出版2002年版。
2、田晓军著：《银行再造》，上海财经大学出版社2002年版。
3、财政部统计评价司编：《企业效绩评价工作指南》，经济科学出版社2002年版。
4、于亚利等编著：《西方银行财务业绩考评：怎样核算机构、部门、产品和客户的业绩》，企业管理出版社2003年版。
二、文献
1、财政部关于印发《国有资本金效绩评价专家咨询组工作规则》的通知，1999年7月。
2、财政部办公厅关于印发《中央直管企业（集团）效绩评价工作程序》的通知，2001年7月。
3、财政部办公厅关于印发2002年企业效绩评价标准的通知，2002年3月。
4、财政部办公厅关于2002年中央直管企业（集团）子公司效绩评价试点工作的通知，2002年3月。
三、网络资源
1、http://www.cfn.com.cn
2、http://www.drcnet..com.cn