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论文编号：	2029
作者编号：	2003019
上传时间：	2010/5/18 11:17:48
中文题目：	国有商业银行对客户经理离职状况的调查研究
英文题目：	State-owned commercial bank, customer-manager, turnover
指导老师：	袁庆宏
中文关键字：	国有商业银行 客户经理 离职
英文关键字：	State-owned commercial bank, customer-manager, turnover
中文摘要：	随着我国加入WTO和金融体制改革的不断深化，越来越多的外资银行涌入国内，股份制银行亦如雨后春笋般蓬勃发展起来，国有商业银行面临着前所未有的挑战。在知识经济时代，人才资源成为企业生存与发展的关键资源，人才对企业发展的重要意义比以往任何时期都更加凸显出来。银行间的竞争不仅存在于业务和客户的争夺，高素质金融人才也成为各银行争夺的焦点。一方面，国有商业银行存在激励机制不健全、管理制度不完善等多方面问题，缺乏良好的留人机制；另一方面，股份制银行和外资银行存在管理机制灵活、薪酬水平高等相对优势，形成了吸引人才的强大磁场。在内、外部因素的共同作用下，国有商业银行的人才流失问题不断突出。在国有商业银行流失的人员中，客户经理占据较大的比例。由于客户经理是银行的重要岗位，其离职会造成银行业务和客户的流失，因此，国有商业银行如果不能有效控制和防范客户经理离职现象，长期下去必将影响国有商业银行的健康持续发展与竞争力。如何防范客户经理离职并减小客户经理离职给银行造成的损失成为摆在国有商业银行发展中的一个重要课题。 本文选择国有商业银行客户经理离职这一既具有理论性又具有现实性的课题,借鉴某国有商业银行对客户经理离职状况的调查报告，分析了国有商业银行客户经理离职的现状和特征、及其对国有商业银行的影响,从组织及工作因素、个体因素、人员组织匹配因素、外部环境因素等四个方面分析了客户经理离职原因。论文分析认为，国有商业银行人力资源管理制度的不健全以及客户经理制改革的不完善是影响客户经理离职的主要影响因素。通过对以上问题的研究，针对国有商业银行人力资源管理现状和客户经理岗位的特点，借鉴国内外人力资源管理方面的先进经验，论文从客户经理制的完善、激励机制的健全、加强职业生涯管理等几个方面提出了防范客户经理离职的若干有建设性的管理措施。同时，由于客户经理离职现象不可能完全杜绝，只可能在一定范围内得到缓解，论文进一步探讨了减小客户经理离职给银行造成损失的对策措施。
英文摘要：	Along with our country entering into WTO and the continuous deepening of the reform of our financial system, more and more foreign-capital banks pour into China. So it is with the shareholding-system banks , which appear like bamboo-shoots after rain. Under such circumstance, the state-owned commercial banks run across the unprecedented opportunities .In the ear of knowledge-economy, human resources have become the key to the survival and development of the enterprises. The vital significance of the talented person to the development of the enterprise become more highlight than any formerly era . Competition between the banks not only exists in the service and customer capturing, the high quality finance talented person also becomes the focal point which various banks capture. On the one hand, the state-owned commercial banks exist some problems, such as the incentive-mechanism is not sound, the control system is imperfect , and so on , and has no good mechanism to keep talented person; On the other hand, there is more flexible management mechanism and higher salary level in the shareholding-system banks and the foreign- capital banks, these factors formed a large magnetic field to attract talented person .Under the affection of the external and internal factors above, the brain drain question is unceasingly prominent to the state-owned commercial banks. Customer-managers occupy the great proportion in the group who leave office from the state-owned commercial bank. Because customer-manager is the important post in the bank, its turnover can lead to the draining of the bank business and the customer. If the state-owned commercial bank can not control and guard the turnover of the customer-manager effectively, it will certainly affect the healthful and continued advance of the state-owned commercial bank and its competitive power. How to guard against customer-manager to leave office and reduce the relevant loss develops a important topic for the state-owned commercial bank . Selecting the turnover of customer manager from the state-owned commercial bank, which is a topic of both theoretical and realistic meanings, this thesis analyses the status and the features of the turnover of customer-managers , and the consequent impacts upon the state-owned commercial banks, in view of the report of investigation to the turnover of customer-managers from some state-owned commercial bank. This thesis also makes a analysis of the reason why the customer-managers quit office from four aspects such as 1) the organization and job factor, 2) the individual factor, 3) person-organization fit factor and 4) the external environment factor. This thesis draws a conclusion that the major factors, which cause the phenomena that customer-managers of the state-owned commercial banks quit office, are that fact that human resources managerial system of the state-owned commercial banks is not sound and the reform of customer-manger system is imperfect. Through the study on the above-mentioned problems, taking into consideration the status of the state-owned commercial bank’s human resources managerial system and the characteristics of the job position of customer-manager, and by using reference of the advanced experiences from both overseas and domestic in connection with human resources management, the thesis puts forward some constructive measures to prevent the customer-manager from quitting office, from the angle of the perfect customer-manager system, the sound incentive-mechanism and the enhanced profession managerial system. Meanwhile, the thesis make a further study on how to reduce the loss for the commercial bank caused by the turnover of customer-manager since such turnover cannot be totally avoided.
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