| ACKNOWLEDGEMENTS | 第4-5页 |
| Abstract | 第5-6页 |
| 摘要 | 第7-17页 |
| Chapter I Introduction | 第17-24页 |
| 1.1 Research Background | 第17-19页 |
| 1.2 Research Significance | 第19-20页 |
| 1.2.1 Theoretical Significance | 第19-20页 |
| 1.2.2 Practical Significance | 第20页 |
| 1.3 Research Contents and Logic | 第20-22页 |
| 1.4 Research Methods | 第22-24页 |
| Chapter Ⅱ Literature Review | 第24-32页 |
| 2.1 Core Concepts | 第24-30页 |
| 2.1.1 The Balanced Scorecard | 第24-25页 |
| 2.1.2 Four Dimensions of the Balanced Scorecard | 第25-26页 |
| 2.1.3 Basic Principles of the Balanced Scorecard | 第26-27页 |
| 2.1.4 Performance Management in Commercial Banks | 第27-29页 |
| 2.1.5 The BSC and Strategic Performance Management | 第29-30页 |
| 2.2 Development Trend of Theories and Practices | 第30-32页 |
| Chapter Ⅲ Case Description | 第32-43页 |
| 3.1 Development Status of Chinese Commercial Banks | 第32-33页 |
| 3.2 Connotation of Performance Management of Commercial Banks | 第33页 |
| 3.3 Significance of Performance Management of Commercial Banks | 第33-34页 |
| 3.4 Evolution Analysis on Chinese Commercial Banks’ Performance Management System | 第34-36页 |
| 3.5 Deficiencies in Performance Management System of Chinese Commercial Banks | 第36-37页 |
| 3.6 Human Resource Management Status in Z Branch | 第37-38页 |
| 3.7 Performance Management Status in Z Branch | 第38-41页 |
| 3.7.1 Head Office’s Performance Appraisal System to Z Branch:“A Table and A System” | 第38-39页 |
| 3.7.2 Existing the BSC Indicator Framework | 第39-40页 |
| 3.7.3 Indicator System of Individual Performance Appraisal | 第40-41页 |
| 3.8 Crucial Problems in Performance Management of Z Branch | 第41-43页 |
| Chapter IV Case Analysis | 第43-61页 |
| 4.1 Retrospective Analysis on the Introduction of the BSC by the Head Office | 第43页 |
| 4.2 Analysis on Introduction and Implementation of the BSC of Z Branch | 第43-44页 |
| 4.3 Benchmarking Analysis | 第44-48页 |
| 4.3.1 The Optimal Practitioner—Nordea Bank | 第44-45页 |
| 4.3.2 The Balanced Scorecard of Nordea Bank | 第45-46页 |
| 4.3.3 Benchmarking Analysis on the Best Practitioner | 第46-48页 |
| 4.4 Key Questions of Z Branch Discovered in Questionnaire Research | 第48-57页 |
| 4.4.1 Contents of Questionnaire | 第48-49页 |
| 4.4.2 Descriptive Statistics | 第49-50页 |
| 4.4.3 Difference Analysis | 第50-57页 |
| 4.5 Key Aspects of Competence Improvement in Z Branch through Interviewing Employees at Important Occupations | 第57-61页 |
| 4.5.1 Inadequate Induction and Thinking on Strategies of Management Levels of Z Branch | 第58页 |
| 4.5.2 Improvement should be Made in Strategy Decomposition Ability and Strategy Execution Ability | 第58-59页 |
| 4.5.3 Disconnection between Indicator Design and Strategic Objectives | 第59页 |
| 4.5.4 Regarding Performance Management as Assessment Tool or Salary Payment Tool instead of Management Tool | 第59-61页 |
| Chapter V A Plan to Introduce the BSC | 第61-69页 |
| 5.1 Implementation of the BSC in Z Branch | 第61-65页 |
| 5.1.1 Identifying Strategic Objectives | 第61页 |
| 5.1.2 Establishing A Leading Group | 第61-62页 |
| 5.1.3 Scientific Indicator System | 第62-64页 |
| 5.1.4 Training and Studying the BSC | 第64页 |
| 5.1.5 Performance Evaluation | 第64-65页 |
| 5.2 Difficulties and Countermeasures of Introducing the BSC at Z Branch | 第65-69页 |
| 5.2.1 Intensifying Trainings to Identify Basic Concepts of the BSC | 第65-66页 |
| 5.2.2 Identifying Strategies through Superior Leaders’ Participation | 第66页 |
| 5.2.3 Improving Execution of Strategy | 第66-67页 |
| 5.2.4 Enhancing Employees’ Engagement | 第67-69页 |
| Chapter VI Conclusion | 第69-71页 |
| References | 第71-74页 |
| Appendix I | 第74-75页 |
| Appendix II | 第75-78页 |
