银行员工绩效管理外文翻译文献

银行员工绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)

译文：

平衡计分卡在农业银行成功应用的若干要件

“不能衡量，就无法管理”，这是罗伯特·卡普兰教授《平衡计分卡：一种革命性的评估和管理系统》一书的开篇第一句话。“你想得到什么，就得衡量什么”，这是众多管理大师的谆谆忠言。随着农业银行规模不断扩大、业务日益复杂、市场竞争日益激烈，以及组织架构的改革变化，如何将全行的整体战略有效地传导到各业务条线，传导到各分行、支行和每个员工，成为一项极为重要而又相当艰巨的工作。

面对这一挑战,近年来，农业银行纷纷引入平衡计分卡这一管理工具。平衡计分卡的原理并不复杂，它从财务、客户、内部流程、学习与成长四个维度进行业绩评价，突破了传统业绩评价重财务方面轻非财务方面、重短期业绩轻长期业绩、重结果评价轻过程评价的缺陷，并通过业绩评价手段构筑起一个企业战略分解、传导、管理机制，从而实现战略和战术、财务和非财务、过程和结果、内部和外部、短期和长期的平衡，是一个有力的业绩评价和战略管理工具。

然而，平衡计分卡并非包治百病的良药，其成功运用也绝非易事，平衡计分卡在西方国家创设和运用的近二十年时间里，既有成功案例，也有失败的案例。在农业银行引入平衡计分卡管理方式的热潮中，不仅要追求“形似”，更要追求“神似”；在对平衡计分卡的一片追捧声中，有必要对它的运用进行清醒的思考。本文试图通过一个平衡计分卡的失败案例，并结合我国实际，总结平衡计分卡在我国农业银行成功运用的若干基础要件，以期使平衡计分卡在我国农业银行的运用做到“形神兼备”，真正发挥理想的业绩评价和战略管理的功效。

1.美国环球金融服务公司平衡计分卡应用的失败案例

美国环球金融服务公司（the US Global Financial Services）是北美金融领域的佼佼者。在20世纪90年代以前，公司的业绩评价都是以财务为导向的，公司一直致力于利润最大化的财务目标。90年代初，经历了财务业绩的大幅下滑后，环球金融服务公司的高层主管开始重新规划公司的发展战略。1993年，公司把部门经理的考核激励从单一的利润指标调整为多重指标的业绩激励计划

（Performance Incentive Plan, PIP），引入更多关注客户满意度和公司成长性等方面的非财务指标，通过既定公式分配指标权重并计算奖金。1995年的第二个季度，公司又进一步实施了基于平衡计分卡的激励系统。

新的激励系统中包括了六大类的财务和非财务指标，其中的一些非财务指标反映了高层主管对经理业绩的主观评价，成为新的激励系统区别于原有激励系统的显著特征。以公司的北美银行分部（The North American Banking Division）为例，设定了财务、战略、客户、控制、人力资源、标准六大类指标。其中，对于前三类指标，每项指标都设有“标准分”（也就是一个目标值，考察是没有实现既定目标、实现了既定目标、还是出色实现了既定目标）；对于后三类指标，则不设定标准分，而是给出总分上限。每个经理的总分由区域主管根据六大类指标的得分情况综合给出。

虽然环球金融服务公司宣称基于平衡计分卡思想构建了考核体系，但却没有达到“形神兼备”的境界。

首先，虽然公司以业绩激励计划（PIP）对部门经理进行考核，但是在执行过程中，部门经理却发现，奖金在很大程度上取决于一些“计分卡指标以外的因素”，降低了平衡计分卡的权威性和严肃性，降低了薪酬和业绩的相关性。

第二，存在卡都ion American Banking Shippable Financial Services 评价标准不坚定，部门经理抱怨考核指标的评价标准每个季度都会变来变去，奖金的确定对他们来说是一个“黑箱”，偏袒和不确定性成为抱怨的焦点，导致大家对平衡计分卡失去信心。

第三，计分卡是“不平衡”的，迫于提升股价的压力，利润仍然是计分卡的重心所在，并且一些短期财务指标成为了确定奖金的关键因素。

第四，引入主观评价指标非但没有达到预期的效果，而且“扰乱”了原有的考核体系，使“激励系统”变成了一个“补偿系统”，使“奖金”更象“补偿金”，并且，主观指标执行不严肃，为偏袒大开方便之门。

最后，由于设计和执行中的偏差，连公司高层主管和人力资源经理也在质疑衡量一个企业管理先进程度的“标记”究竟是什么。

结局可想而知，1998年末，环球金融服务公司最终放弃了平衡计分卡考核，重新回到了以营业收入为基础的佣金风格的考核方式。

事实上，环球金融服务公司的案例只是众多失败案例之一，根据卡普兰的估计，在美国宣称使用平衡计分卡的公司中，至少有50%没有发挥这个工具的战略执行和战略调整功能，而只是把平衡计分卡作为“点名册”，或者给员工发放补偿金作参考依据。

2.我国农业银行成功运用平衡计分卡的若干要件

前文已述及，平衡计分卡的原理并不复杂，但成功运用却殊非易事。在长期习惯“工具理性”的美国企业，平衡计分卡的实施尚有很多的问题和困难，在长期习惯“人治”的中国企业中要成功运用平衡计分卡，面临更多的基础问题。结合美国环球金融服务公司的失败案例，结合我国农业银行的实际，以及若干先行的农业银行在实施中的问题，我认为，要成功运用平衡计分卡，必须重点关注以下要件：

1、要高度重视平衡计分卡的战略传导和战略执行功能，全行上下积极参与考核指标和考核标准的设定。

平衡计分卡的创始人罗伯特·卡普兰教授一再强调，平衡计分卡是一个战略工具。确实，任何考核，都要通过“事后”的评价和奖惩来传导企业战略目标和阶段性策略目标，从而起到对今后工作的“事前”引导作用。因此，平衡计分卡不能仅仅停留在事后考核的层面，更重要的是要在指标的设定和业绩标准的设定过程中，明晰企业的战略，传导企业的战略。对我国农业银行来说，由于企业规模较大，组织结构复杂，业务复杂，尤其要珍视指标设定的过程，企业高层要高度重视，积极参与平衡计分卡项目，充分利用平衡计分卡项目过程，在业务条（各事业部）和业务块（区域分支行）内部充分沟通，形成战略共识和阶段性策略共识。

2、指标、权重和评价标准的设定必须科学合理，体现平衡的思想，体现战略意图和策略重点。

平衡计分卡，其精髓在于实现财务和非财务、过程和结果、长期和短期、内部和外部的平衡，其指标设计必须体现平衡的要求，追求业务的长效可持续发展。目前，我国农业银行纷纷开始向零售业务的战略转型，对零售银行来说，在转型初期，财务效益不一定会立即显现，此时，平衡计分卡的设计者就要站在战略的

高度，强调客户、内部流程、学习与成长维度的指标，通过考核指标来引导零售银行扩大客户群，改善内部流程，做好产品、品牌、服务、渠道等方面的基础工作，加强人才培养，加强能够带来未来效益的战略性投入，从而为成功转型奠定扎实的基础。

3、主观评价不能成为“补偿性评价”，对于看似“定性”的指标，也要尽量找到“定量”的表征。

指标有定性和定量之分。在指标设计中，需要特别注意的是，要设法使定性指标能够有定量的表征，以保证考核的严肃性、权威性。在环球金融服务公司的案例中，其失败的教训之一是，主观指标设计不合理，为偏袒打开了方便之门，主管往往根据主观好恶，而不是客观的业绩来打分。事实上，即使是内部流程、学习与成长这样的看似“软性”，看似“定性”的指标，也可以，并且应该有定量的体现。比如，对内部流程维度的考核，可以设定业务处理时间缩短的目标，设定流程差错率的目标，设定流程中内外客户满意度的目标，设定流程中成本消耗的目标。又如，对于学习与成长指标，假如银行要向零售业务战略转型，设定了三年内人均理财产品销售量要进入同业前三名的目标，而要达到这个目标，三年内必须要有20%的个人银行员工拿到理财规划师证书，再将这个目标向零售银行条线及分支行分解，量化指标就清晰可见了。概言之，要使考核指标“硬性”起来，使平衡计分卡考核成为“激励奖惩计划”，而不是“补偿计划”。

4、要在平衡计分卡指标设定中打破部门分割的局面，倡导团队合作、部门协同，把全行的力量凝聚到总体战略执行上来。

部门分割、横向失衡是发展到一定规模的企业所面临的通病。在一个著名消费日用品民营企业的案例中，公司的战略是不断推出新产品以保持公司在市场上的竞争优势。营销部门和销售部门认为，老产品市场趋向饱和，迫切需要新产品来扩大市场份额，销售业绩上不去很大程度上是由于可以成功销售的新产品太少。而技术部门感觉，本部门的开发能力还是很强的，每年能开发出100个左右的新产品，但是做得非常辛苦，中选率很低，而且总是遭到其他部门的指责和抱怨。每次公司会议，营销部门和销售部门总是对技术部门的能力提出质疑，部门间关系也蒙上了阴影。

造成技术部门和营销部门横向脱节的原因在于，彼此都没有从公司战略目标

的高度出发来确定自己的工作重点和跨部门的协调，而更为具体的原因之一，则是部门考核指标的不协同：对技术部的考核只有新产品技术开发数量指标，对营销部门的考核只有销量和金额指标。

在咨询公司的引导下，销售部门和技术部门共同分析谁是平衡计分卡所有者的内部客户，明确这些内部客户的需求、要求和期望，将部门间的要求和期望融合于部门的平衡计分卡之中，设定了一些双方共同承担的目标和指标，比如，在技术部门"加强市场导向的产品开发"的目标中，设立了"新产品销量"、"新产品成为公司主力产品的比率"等考核项目，从而促进公司内部组织在横向上取得最大的协调和合作。

银行的业务运作也类似，业务部门和技术部门、业务部门和风险管理部门、业务部门和运营支持部门之间，工作职能不同，工作着眼点、工作目标不同，会导致内部协同上的问题。因此，需要在平衡计分卡体系中设定协同性指标，比如，风险管理部门和运营支持部门也要承担产品销售量的指标，销售部门也要承担风险指标，从而引导内部沟通协作、换位思考，倡导团队合作，获得最佳的协同效果。

5、要坚持考核的透明度：方法透明、过程透明、数据透明、结果透明，并为这种透明度提供信息系统的支持。

考核是一个引导手段，要发挥它的最大效用，必须提高它对被考核者的透明度，包括方法透明、过程透明、数据透明、结果透明。在环球金融服务公司的案例中，其失败的一个原因在于，考核过程对于被考核者来说是一个不透明的“黑箱”，被考核者看不清“努力—成绩—奖惩”之间的关系。理想的考核体系，应该能够及时提供过程中的考核业绩，从而真正发挥“过程中的”引导作用，及时纠正、引导被考核者的行为，真正把被考核者的行为引导到执行全行战略的方向上来。

而这，又对信息系统提出了要求。对许多企业而言，实施平衡计分卡的一个困难在于缺乏足够的数据支持。一个细化分解到整个企业的平衡记分卡体系将涉及方方面面的数据，数据量庞大，必须依赖于强大的信息系统支撑，对于拥有海量数据的银行来说，信息系统平台就更为重要，产品、客户、机构（包括分行、支行、客户经理等）等不同维度所创造的价值都必须作出客观合理的衡量。同时，

平衡计分卡各种衡量指标以及对战略目标的层层分解，必须建立在组织内部资源成本合理分配和准确计量的基础之上，必须对银行的经营数据和考核数据进行有效的整合和积累。

6、要将平衡计分卡考核体系建设和内部流程、岗位职责的梳理紧密结合。

实施平衡计分卡需要和内部组织体系、制度体系、流程体系的建设相结合。一方面，实施平衡计分卡，离不开银行内部管理制度、部门及岗位职责划分、业务流程，以及与绩效考核相配套的人力资源管理的具体环节的支持作用；另一方面，可以借助平衡计分卡项目的实施过程来厘清各层面、各组织机构、各具体岗位的职能，从而达到一石二鸟的效果。

通过业务流程分析、岗位职责梳理，不仅有助于内部流程维度的考核，而且可以在此基础上开展各项业务的作业成本分析和价值分析，进而根据分析结果，结合平衡计分卡的理论框架，来确立不同层面的关键成功因素、衡量标准，厘清业务流程间的驱动关系。此外，作为绩效管理的配套制度，员工行为规范、薪酬和奖励制度、职务任免制度以及培训制度等内部制度对平衡计分卡的正常实施也起着相当关键的作用，需要一并理顺。

7、要充分认识企业文化的支持作用，形成平衡计分卡项目和企业文化建设的良性互动关系。

实施平衡计分卡是一项需要管理层、各部门、各分支行、团队和个人充分参与的工程，只有各个层次对银行的整体战略、局部策略和阶段性策略充分认同，才能保证平衡计分卡的顺利实施。企业文化能够赋予群体共同的企业精神，使员工形成较为一致的价值取向，优良的企业文化能够提高企业的凝聚力，增强员工的自豪感和对企业战略的认同感，有利于考核制度的实施。因此，要充分认识到企业文化对平衡计分卡实施的支持作用。

同时，通过平衡计分卡的实施，通过各个层次对战略目标、策略目标、具体考核指标、考核标准的深度沟通、分解落实，能够为银行内部提供一个不可多得的沟通平台，因此，也要使平衡计分卡项目的实施成为进一步构建企业文化的过程，从而形成平衡计分卡考核和企业文化建设的良性互动关系。

8、平衡计分卡项目要取得成功，贵在坚定地执行。

在农业银行实施平衡计分卡项目是一件复杂的工程，尤其在实施的初期，面

临着确定战略愿景、梳理各层面的岗位职责和工作目标、分解各层面的关键考核指标、采集业绩数据、建设信息系统等复杂的、甚至困难的工作，对管理层来说，必须认准方向，迎难而上，保持战略决心，坚定地执行下去。在环球金融服务公司的案例中，评价标准不坚定，部门经理抱怨考核指标的评价标准每个季度都会变来变去，导致大家丧失了对平衡计分卡的信心，成为项目失败的重要因素。我们的农业银行必须充分吸取环球金融服务公司的教训。

犹豫和骑墙乃兵家大忌。所谓坚定的执行，其实有两个层次的内涵：一是在设定战略目标时要高瞻远瞩，找准方向，为后续的执行找到一个坚固的立足点，只有高瞻远瞩、深思熟虑的战略，才是无法轻易撼动的战略；二是一旦找准了方向，就要坚持执行不动摇。

很多时候，殊途可以同归，不同的路径、方法，其实都可以到达同样成功的彼岸，关键在于坚持执行不动摇。犹豫和骑墙，将会导致战略的偏移，打乱路径和方向，让整个组织无所适从，带来最大的组织危害。

原文：

Agricultural Bank BSC in the successful application of a number of elements

"Can not be measured, can not be managed," This is Professor Robert Kaplan ? "The Balanced Scorecard: A revolutionary assessment and management systems, "the opening chapter of a book first sentence.”What you want, you have to measure what," This is one of the many management master's earnest truth. Along with the Agricultural Bank of scale and increasingly complex business, the market competition is becoming increasingly fierce, and organizational changes in the reform, how will the bank's overall strategy to effectively reach all business lines, conduction of the branches, and each branch staff become an extremely important and very difficult task. Faced with this challenge, in recent years, the Agricultural Bank have introduced the Balanced Scorecard management tool.

Balanced Scorecard theory is not complicated, it from the financial, customers, internal processes, learning and growth in four dimensions for performance evaluation Breakthrough performance evaluation of the traditional heavy financial light non-financial aspects, the short-term performance of light weight long-term performance, Light re-evaluation of the results of the evaluation process defects, and through performance evaluation tools to build a corporate strategy decomposition, conduction, management mechanisms, so as to achieve strategic and tactical, financial and non-financial, process and results of the internal and external, short - and long-term balance, which is a strong performance evaluation and strategic management tool.

However, the BSC does not constitute a panacea and that its successful application is no easy task either. Balanced Scorecard in Western countries in the creation and use of nearly 20 years, both success stories and failures of the case. Agricultural Bank in the introduction of the Balanced Scorecard management methods in vogue, not only to pursue "huge", but also to pursue "realistic"; Balanced

Scorecard in the sound of a hot, it is necessary to use it for sober reflection. This paper attempts to pass a balanced scorecard case of failure, combined with the actual situation in China, Aggregate Balance Scorecard in the Agricultural Bank of China's successful use of a number of basic elements, with a view to enabling the Balanced Scorecard in the Agricultural Bank of China do use "vivid" really play good performance evaluation and strategic management effectiveness.

1.Global financial services companies BSC application of the failure

cases

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一、激励理论的背景 在经济发展的过程中,劳动分工与交易的出现带来了激励问题。激励理论是行为科学中用于处理需要，动机，目标和行为四者之间关系的核心理论。行为科学认为人的动机来自需要，由需要确定人们的行为目标，激励则作用于人内心活动，激发，驱动和强化人的行为。哈佛大学维廉詹姆士研究表明：在没有激励措施下,下属一般仅能发挥工作能力的20%～30%，而当他受到激励后,其工作能力可以提升到80%～90%，所发挥的作用相当于激励前的3到4倍。日本丰田公司采取激励措施鼓励员工提建议，结果仅1983年一年，员工提了165万条建议，平均每人31条，它为公司带来900亿日元利润，相当于当年总利润的18%。由于激励的效果明显，所以各种组织为了提高生产效率，有些专家学者就开始了对激励理论的研究之中，探索激励的无穷潜力。 二、国外研究现状 国外对于激励理论有了大量的研究并获得了丰硕的成果。总体来说，可以分为两类激励理论。一类是以人的心理需求和动机为主要研究对象的激励理论，熟称“内容型激励理论”。另一类是以人的心理过程和行为过程相互作用的动态系统为研究对象的激励过程理论,它也被称作是“行为型激励理论”。 1 内容型激励理论 1.1 奠瑞的人类人格理论 这种理论认为，在面临着动态且不断变化的环境时，人们都是自适应的。它把需求分成了两种类型，即生理需求和心理需求。前者与人体基本生理过程的满足感有关，而后者所关注的是情绪上和精神上的满足感。 1.2 马斯洛的“需要层次”理论 美国心理学家马斯洛(A.H.Maslow)进一步发展了莫瑞的研究，在1954年出版的《动机与人格》一书中对该理论作了进一步的阐释。马斯洛认为人的需要可以划分为五个层次，从低到高依次为生理需要，安全需要，社交需要，尊熏需要，自我实现需要，且这五个层次的顺序，对每个人都是相同的。只有当较低层次的需要获得了基本满足后，下一个较高层次的需要才能成为主导需要。 1.3 赫茨伯格的激励—保健双因素理论 美国心理学家赫茨伯格因素理论打破了这一假设。他于1959年在《工作的激励》一书中提出了保健——激励因素理论，简称双因素理论。即保健因素和激励因素。保健因素可以用来体现高水平员工的不满意，激励因素可以用来体现高水平员工的满意度。他认为只有激励因素才能促发员工积极性,提高生产效率。 2 行为型激励理论 2.1 洛克的目标设置理论 2O世纪6O年代末，埃德温·A·洛克和他的同事们花了许多年的时间研究目标对于人类行为和绩效的效果。他们的研究导致了目标设置理论的创立并不断地得到验证，提出：指向一共同目标的工作意向是工作效率的主要源泉。他还提出了具体的设置目标的步骤。 2.2 亚当斯的公平理论 美国心理学家亚当斯(J.s.Adams)对员工受激励程度的大小与他人之间的关系进行研究，并在《工人关于工资不公平的内心冲突同其生产率的关系》(1962年与罗森合写)，《工

管理层持股和公司绩效外文翻译文献

文献信息： 文献标题：Managerial ownership and firm performance: evidence of listed companies in the Baltics（管理层持股和公司绩效：波罗的海上市公司的证据） 国外作者：Berke-Berga A, Dovladbekova I, Abula M 文献出处：《Polish Journal of Management Studies》,2017,15 (2):273-283 字数统计：英文3709单词，20051字符；中文6331汉字 外文文献： Managerial ownership and firm performance: evidence of listed companies in the Baltics Abstract This paper focuses on the relationship between managerial ownership and firm performance, which appears to be an important issue in corporate governance literature.We conduct regression analysis employing a sample of listed companies in the stock exchanges of the Baltic States. We test whether increased managerial ownership has effect on firm performance measured by Tobin’s Q and return on assets (ROA). The results reveal that there is positive relationship between managerial ownership and internal performance measure (ROA) while it does not significantly affect the market performance measure (Tobin’s Q). We conclude that management mainly focuses on firm fundamental factors and ratios like profitability, sales growth, investment –they have positive relation with managerial ownership. Meanwhile, there is no significant difference in market-related factors for companies with or without managerial ownership, as these factors in the Baltics are more influenced by other considerations like economics, politics and high liquidity premium. Keywords:managerial ownership, firm performance, Tobin’s Q, ROA, Baltic States