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论文编号：	6728
作者编号：	2120122727
上传时间：	2014/12/5 13:45:04
中文题目：	Z国有商业银行滨海分行人力资源管理改进研究
英文题目：	Z state-owned commercial bank Binhai branch human resources management improvement
指导老师：	王健友
中文关键字：	国有商业银行;人力资源;改进研究
英文关键字：	bank of state-owned commercial;human resources;improvement research
中文摘要：	金融业的竞争归根到底是人才的竞争。建立合理有效的人才培养机制、做到人尽其才是商业银行在发展中亟待解决的课题。近年来，随着利率市场化和金融自由化程度不断提高，我国的商业银行经营管理体制正面临着巨大的挑战。外资银行的纷纷涌入，给传统的商业银行经营管理模式带来了明显的冲击。在激烈的竞争中，高素质人才的竞争成为国有商业银行人力资源管理的一个不可或缺的因素。这就给人力资源的管理者提出了更高的要求，需要设计出更为科学合理的人力资源管理制度，实现吸引人才、用好人才、留住人才、发展人才的长远目标。作为国有控股商业银行的典型代表，Z银行滨海分行是Z银行天津市分行辖属的最大二级分行，以稳健的经营、优质的服务和成熟的产品，得到了本地区社会各界的广泛认可。虽然取得了一定的成绩，但在近几年的发展中，Z银行滨海分行由于自身经营的原因，利润出现了较为明显的滑坡，人力资源管理上也出现了青黄不接的现象，部分员工对收入分配和激励方式不满意从而相继跳槽或离职。为迅速扭转此种局面，为Z银行滨海分行建立起一套科学合理的人力资源管理机制迫在眉睫。因此，本文为Z银行滨海分行进行的人力资源管理方式的改进研究对于Z银行滨海分行完善人力资源管理体系具有重要的现实意义。本文采用理论研究与案例分析相结合的方法，对国有商业银行的人力资源管理方式进行了研究，通过大量阅读人力资源管理、商业银行经营管理以及中国期刊全文数据库的文献，搭建完整的知识体系架构，分析影响商业银行人力资源管理的各项因素。并以Z银行滨海分行为案例，对其人力资源管理的现状、存在的问题展开了详细地分析。通过对员工的问卷调查以及个别访谈的方式，探寻其在招聘与用人机制、培训与发展模式、绩效与激励制度方面存在的问题，并给出适应现代企业管理制度方式的人力资源管理改进对策。全文共分为六个部分。第一部分为绪论。介绍本文的选题背景、研究的主要意义、国内外的研究现状与发展趋势，为全文的分析研究奠定理论基础。第二部分为相关理论综述。主要介绍商业银行的起源、发展及我国国有商业银行的体系与经营原则，对人力资源管理的内涵、特征进行了详细的梳理，分析了商业银行人力资源管理的基本趋势。第三部分是Z银行滨海分行的情况介绍。对国有商业银行人力资源管理的现状进行分析，以Z银行滨海分行为例，描述了Z银行的机构设置、组织沿革以及经营发展情况，并介绍了Z银行滨海分行人力资源管理的现有情况。第四部分阐述了Z银行滨海分行在人力资源管理中存在的问题并进行分析。主要从用工管理、绩效考核、人才选拔与培训、激励机制等几个方面进行了查摆。其中既有传统国有银行的“大银行”通病，又有由于制度设计不合理、政策制定不科学导致的管理问题，需要予以改进。第五部分给出了上述问题的改进对策。第六部分得出研究的结论。经过分析研究，Z银行滨海分行在人力资源管理方式上存在一定程度的问题，表现在用人机制不统一、绩效考核方式有失公允、人才选拔任用与培训体制不科学、激励制度难以有效激发员工热情等问题。针对上述问题，本文通过广泛调研，充分论证，给出了改进对策。 1、建立健全人力资源管理体系制定长期、中期、短期的人力资源发展规划，从制度流程入手，设计合理的人才发展战略，将以人为本的服务理念植入人力资源管理的体系建设中，优化资源配置，充实人力资源管理者的队伍。 2、发挥现有的人力资源管理优势充分利用国有企业在思想政治管理上的优势，加强企业的人性化关怀，提高员工的凝聚力。同时利用Z银行独有的外派机会吸引人才，通过开展丰富多彩的问题活动提升员工的幸福感。 3、打破复杂的用工形式，实现一视同仁将劳务派遣制员工的身份彻底转换，解决其后顾之忧，让劳务派遣制员工有更大的积极性为企业创造价值，增强其归属感。 4、建立公平合理的绩效考核方式奖金考核与等级评定不再是“两张皮”，加强绩效考核对业务表现挂钩的紧密程度，减少“二次分配”的环节，让员工感受到考核分配制度的“公开、公正、公平”。 5、改进人才选拔任用及培训机制在人才的选拔任用上，鼓励青年员工在基层一线干事创业，将竞聘提拔的条件向基层一线倾斜，提高对基层员工工作的重视程度。创新培训形式，不再仅仅采用课堂讲授的方式，而是通过引入“导师”制提升新入行大学生和优秀业务骨干的能力。创立“大学生扬帆培养计划”和“管理培训生计划”两个训练营项目，以练带学，在学中练，实现青年人才的全方位培养。 6、多渠道拓宽员工职业发展空间充分调动基层员工的热情，将基层网点的员工按照职位类型分为网点负责人、客户经理、柜员三种，分别制定三种类型人员的等级评定管理办法，实行每年一评、动态调整。一方面可以加强正向激励，提升网点人员工作的热情和积极性，另一方面也有效实现了负向约束，控制了部分人员消极怠工的情况。在商业银行的经营管理中，人力资源管理具有举足轻重的地位。人力资源管理作为内部管理的一个方面对企业的发展有着重要的战略意义。Z国有商业银行滨海分行应建立整套完善的人力资源管理体系，健全人力资源管理者的队伍，巩固已有的管理优势，针对存在的问题，从体制机制入手，强化以人为本的服务理念，从长远的角度考虑，制定切实有效的人力资源发展规划支持企业的成长。
英文摘要：	The competition of financial industry is the one of talents in the final analysis. It’s a task to be solved urgently in the development of commercial banks to establish a reasonable and effective talents training mechanism and make full use of all talents. In recent years, with the continuous increasing of the interest rates marketization and financial liberalization, it is facing a great challenge for the operation and management system of commercial banks in China. A significant impact on traditional commercial banks management is brought by lots of foreign banks. In the fierce competition, getting high quality talents becomes an indispensable factor in the human resource management of the state-owned commercial banks. Higher requirement is put forward for human resource managers, which is to design a more scientific and reasonable human resource management system and implement the long-term goal of attracting, making good use of, retaining and developing talents. As a typical representative of the state-owned holdings commercial bank, Binhai branch of Z bank, is the largest secondary one that is managed by Tianjin branch of Z bank. With steady management, excellent service and mature products, it gets a wide approval from all sectors of society in this region. In the development of recent years, although some achievements have been made by Binhai branch of Z bank, more obvious landslide on its profit, the temporary shortage on human resource management, and the resignation from some employees who are not satisfied with the income distribution and incentive way have appeared. It becomes very urgent for Binhai branch of Z bank to establish a scientific and reasonable mechanism of human resource management so that it can reverse that kind of situation quickly. Therefore, this article is about the research of the improvement of human resource management method for Binhai branch of Z bank, which has an important practical significance for making its human resource management system perfect. In this paper, using the method of combination of theoretical research and case analysis, the mode of human resource management in state-owned commercial banks is studied. After reading a large number of documents about human resource management, operation and management of commercial banks and papers from CNKI, a complete knowledge system structure has been built for analyzing the various factors that affect human resource management in commercial banks. Besides, with the instance of Binhai branch of Z bank, a detail analysis on its human resource management present situation and existing problems is made. Through questionnaire and individual interview on some staff, not only are the problems of the mechanism in recruiting and employing, training and development mode, performance and incentive system explored, but also the human resource management improvement countermeasures adapting to the modern enterprise management system mode are given. This paper is divided into six parts. The first part is the introduction, which involves selected topic background, research significance, research status and development trend both at home and abroad and lays a theoretical foundation for the whole paper’s analysis. The second part is the relative theoretical review, which involves the origin and development of commercial banks and the system and operating principles of state-owned commercial banks in our country. Carding the connotation and characteristics of human resource management in detail, the basic trend of human resources management in commercial banks is analyzed. The third part is the introduction of Binhai branch of Z bank, which analyzes the current situation of human resources management in the state-owned commercial banks. Using Binhai branch of Z bank as an example, this part describes its institutions, organizations and business development, and introduces its existing situation of human resources management. The fourth part expounds problems of Binhai branch of Z bank in human resource management and makes an analysis for it. An investigation mainly about the labor management, performance evaluation, personnel selection and training, incentive mechanism etc. has been done. It has both the "Big Bank" common failing of traditional state-owned banks, and management problems caused by unreasonable system design and unscientific policy, which needs to be improved. The fifth part gives the improvement countermeasure for the above problems. The sixth part makes research conclusion. Through analysis and research, there are some problems of human resource management way in certain degree for Binhai branch of Z bank. The mechanism of choosing and employing persons is not unified; the performance appraisal method is unfair; the selection and appointment of talents and training system is not scientific; the incentive system is difficult to motivate staff enthusiasm effectively. According to the above problems, the improvement countermeasure are given by this article through extensive research and fully demonstrated. 1．Establish and improve human resource management system Draft long-term, medium-term and short-term human resource development planning. Starting from the system flow, design reasonable talents development strategy, and embed the people-oriented service concept into human resource management system construction. Optimize the resource allocation and enrich the human resource management team 2．Give full play to the advantages of the existing human resource management Make full use of the advantages of the state-owned enterprises on ideological and political management. Strengthen enterprise human care and improve the staff's cohesive force. At the same time, use the unique overseas opportunity from Z bank to attract talents. Conduct a variety of colorful activities to improve the staff's happiness. 3．Break the complex employment mode and realize equal treatment Convert the identity of labor-dispatch-system employees thoroughly, and solve the trouble back at home. Let labor-dispatch-system employees have greater motivation to create value for the enterprise and then enhance their belonging sense. 4．Establish a fair and reasonable performance appraisal method Bonus review and rating is no longer "two skins". Strengthen close degree of the link performance appraisal to the business performance, and reduce the number of "secondary distribution" link. Let employees feel "openness, impartiality and fairness" of examination distribution system. 5．Improve talents selection and appointment and training mechanism For talents selection and appointment, encourage the young employees to do things and carve out at the first line of the grass-roots level. Lean the conditions of competition and promotion to the first line of the grass-roots level so that the importance for grass-roots staff work can be raised. Make an innovation of training form. Not only use the teaching method in the classroom, but promote new entrants’ ability as college student and that of excellent business backbone by adding a "mentor" system. Create "College Students Set Sail Training Plan" and "Manage Trainee Program". In these two camps’ project, by practice and learning, achieve all-round training for young talents. 6．Broaden the staff career development space through various channels Fully mobilize the enthusiasm of the employees at the grass-roots level. Those staff at the grass-roots network node, in accordance with the position type, can be divided into network node leader, customer manager, and teller. Draft three types of rating management measures respectively, and implement annual review or dynamic adjustment. Like this, on one hand, the positive incentives can be strengthened, with ascending staff work enthusiasm and initiative who are at network node; on the other hand, the negative constraints are also realized effectively, with controlling the situation of some personnel slacking. Human resource management plays an important role on the operation and management of commercial banks. It also has an important strategic significance for enterprise’s development as one aspect of the internal management. Binhai branch of Z state-owned commercial bank should establish a complete set of perfect human resource management system, improve the human resource management team, and consolidate the existing management advantages. Moreover, in view of the existing problems, starting from the system mechanism, strengthen the people-oriented service concept, then from a long-term point of view, draft an effective human resource development plan and support the enterprise growth.
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