| Summary: | 碩士 === 國立臺北大學 === 會計學系 === 94 === The balance scorecard model considers the assessment of finance, and also evaluates customers, internal procedure, learning and growth perspectives. There are many studies by using BSC in organization performance, but few in the performance of operation risk department staffs. In order to avoid unfair evaluation, and to combine standard and goals into strategy, this study discusses a common standard of evaluation of business by exploring related literature and the application of BSC.
By analyzing the key element, there are five basic components: operation risk staffs’ performance, professional knowledge and skills, capability and educational background, job satisfaction, organization commitment. Furthermore, by using statistical methods, it is clear that among those operation risk management of the banking industry, the operation risk staffs’ attribute difference and different units that they serve are the influential indicators.
The conclusions of this study are as follows: 1. Strategic evaluated key indicator: (1). Operation risk management can enhance the efficiency of internal control and shorten the decision time. (2). To build the pre-alarm system and management by exception can reduce the manpower, activity and decrease the operation risk. (3). To merge the front counter, middle counter and back counter efficiency can reach the goal of control-consistency. 2. Operation risk management staffs SWOT analysis.
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