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论文编号：	7047
作者编号：	2120122683
上传时间：	2014/12/10 22:11:17
中文题目：	某国有商业银行L分行新招募人员流失问题与对策研究
英文题目：	The analysis and solutions on new staff turnover at L branch of a state-owned commercial bank
指导老师：	崔勋
中文关键字：	国有商业银行 新招募人员 员工流失
英文关键字：	State-owned commercial Banks The new recruitment Staff turnover
中文摘要：	改革开放以来，中国从原有的计划经济向市场经济过渡，开启了经济高速发展的模式，特别是加入WTO之后的这十多年来，中国的国内生产总值已经跃居到全球第二位，成为了全世界瞩目的经济大国。伴随着国内经济的飞速发展，银行业作为贸易市场中不可或缺的产业支持，扮演着极为重要的角色。近年来，国有商业银行均实行了股份制改革，工农中建等国有大行已逐步脱离政府的扶持，在银行业迅速扩张的背景下与其他股份制及外资银行展开了激烈的市场竞争。提到现今企业的竞争，说到底是对优秀人才的竞争，银行业是知识型企业，因而对员工学历及综合素质的整体要求较高，对高端人才、核心人才的渴求也令银行之间打响了人才争夺战。众所周知，银行对于国内985、211、重点财经院校及国外知名院校的应届毕业生十分渴求，这些高学历人才成为了各大银行之间争夺的对象。虽然国有商业银行与其他股份制、外资银行、地方商业银行相比规模相对较大、资产相对雄厚、根基相对稳固，但同时国有商业银行由于成立时间较早，又承担着一定的社会责任，面临着员工学历及素质较低、员工年龄老化、人员严重断层等一系列历史遗留问题，与新成立的股份制银行及外资银行相比在人力资源配置上的劣势逐渐显露出来。相比之下，其他股份制银行、外资银行及地方商业银行成立时间相对较晚，员工队伍的平均年龄比较年轻，其企业文化、职业发展及薪酬福利更符合青年员工的需求，因而吸引了大量青年员工离职跳槽，导致国有商业银行的青年员工离职率居高不下。在银行业流行着这样一句话，“国有商业银行是银行员工的黄埔军校”，这意味着许多刚毕业的新员工将国有商业银行作为未来换工作的“跳板”，毕业之后首先进入薪酬福利相对较低、但业务种类齐全的国有商业银行工作，待积累一定经验后再进入薪酬福利水平更高、更年轻更有活力的股份制及外资银行工作，国有商业银行是他们学习的平台，也是今后择业的跳板。新员工的流失率的不断攀升给国有商业银行带来了巨大的损失，国有商业银行也陷入了不断招聘、人才不断流失的窘境。伴随国内外经济金融形势的深刻变化，未来国有商业银行将面临更大的盈利增长和成本约束压力，人员总量也将进一步收紧，迫切要求招募工作从注重引进人才规模的数量性增长向更加注重结构素质提升的精细化管理转变，将有限的人力资源增量高效投入到经营转型发展最需要、匹配度最高的领域。因此，人力资源结构优化调整成为了国有商业银行亟待解决的问题，优秀人才的引进成为了国有商业银行迫切需要解决的问题，如何留住人才、用好人才是企业管理的重中之重，人员素质的提高成为国有商业银行非常重要的工作课题。 针对国有商业银行新招募人员流失率高的现象，本文以某国有商业银行L分行为例，对近三年新招募的新员工为研究对象，在借鉴国内、国外理论和银行业研究综述的基础上，对L分行新招募人员流失问题展开了研究，对L分行新招募员工流失的具体情况进行了总结分析，从外部因素、组织因素、员工因素三个方面找出新招募人员流失的原因，并针对流失的原因从相应的方面提出解决对策，以解决新招募人员流失率持续居高不下的现状。本文主要采用的研究方法为数据库分析法，即利用L分行内部人力资源数据库，对三年内新招募人员流失情况进行筛选，对流失人员的基本情况、离职原因、离职去向等因素进行深入分析；问卷调查法，即设计调查问卷，对三年内新招募的流失人员进行调查分析，对其离职原因及离职去向进行调查，并进行统计分析。在调查问卷的数据分析过程中，将主要使用简单的描述性统计方法进行统计分析所收集的数据；访谈法，即对申请离职人员进行离职访谈。了解申请离职人员真实的离职动机，了解其对企业的不满意原因及要求，对离职原因加以总结归纳并对企业提出合理化建议。 在论文结构方面，文章主要分为五个部分，首先阐述了课题的选题背景、研究对象、研究目的、研究方法及研究框架，其次简要介绍了L分行的企业基本情况和管理现状，之后重点分析了新招募人员的管理流程以及流失现状。本文将L分行新招募人员的签约情况及入行三年内离职情况进行数据分析，针对流失原因进行深入分析并提出了相应的解决对策。第一章是绪论，首先简要介绍研究背景，通过对比国有商业银行与其他股份制及外资银行的人员现状，指出国有商业银行对年轻高素质人才的渴求和新招募人员流失率高的现象。其次明确课题的研究对象为某国有商业银行L分行新招募人员流失问题，阐明课题的研究目的、研究方法以及研究框架。第二章首先对本文反复使用的概念进行界定，其次对员工流失理论、员工激励理论的国内外研究情况进行简要概述。 第三章首先介绍 L分行的企业总体现状、人员现状，其次分析L分行三年内人员招募现状，提出L分行新招募人员流失率高的问题。第四章针对L分行新招募人员流失率高的现象进行原因分析，从社会因素、组织因素和员工个人因素三个角度进行分析，并从企业和员工的不同视角指出新招募人员流失率高带来的损失和影响。第五章在总结 L分行新招募人员流失问题和原因的基础上，从企业文化、招聘流程、薪酬机制、晋升通道、职业生涯规划、员工培训等方面提出了改进措施。结论部分总结了全文，对L分行新招募人员流失问题进行了评价，并对未来的发展提出了展望。本文针对新招募人员流失原因提出相应的解决对策，其中部分对策在L分行已经开始应用，并取得了较好的实践效果，文中也对实践的情况进行了阐述。本文提出的降低国有商业银行新招募人员流失率的解决对策对于同行业的其他银行也具有一定的参考价值和借鉴意义。
英文摘要：	Abstract Since China's reform and opening up, China's transition from the original planned economy to market economy, open the high-speed economic development mode, especially after the accession to the WTO that more than a decade, China's gross domestic product (GDP) has been pushed into second place in the world, become the attention of the world's economic power. Along with the rapid development of domestic economy, the banking industry support, as an essential part of trade in the market, play an extremely important role. In recent years, the state-owned commercial Banks implement the shareholding system reform, building of workers and peasants and other state-owned large line has gradually from the support of the government, under the background of rapid expansion in the banking industry and the joint stock system and other foreign Banks launched fierce competition in the market. Mentioned competition today, in the final analysis is competition for talent, banking industry is a knowledge-based enterprises, and thus the overall requirements for employee education and comprehensive quality is higher, core talented person's thirst for high-end talent, has also started the war for talent between Banks. As is known to all, the bank for 985, 211, domestic financial institutions and foreign well-known colleges and universities focus on fresh graduates is very long for, these highly educated talents become the competition between Banks. Although state-owned commercial Banks and other joint-stock, compared to foreign Banks, local commercial Banks to a relatively large scale, assets is relatively abundant, foundation is relatively stable, but at the same time, state-owned commercial Banks, due to the time of set up earlier, and bear the social responsibility, facing the employee education and quality is low, the aging of employees, personnel, serious fault and a series of problems left over by history, compared with the newly established joint-stock Banks and foreign Banks in the disadvantages of human resource configuration is gradually revealed. In contrast, the other joint-stock Banks, foreign Banks and local commercial Banks set up time is relatively late, the average age of the workforce is young, its corporate culture, career development and compensation benefits more in line with the needs of young employees, thus attracted a large number of young employees quit job-hopping, lead to high employee turnover rate youth of the state-owned commercial Banks. In the banking industry is popular with the phrase, "the state-owned commercial bank is the bank employee huangpu military academy", which means that many graduate of new employees to the state-owned commercial bank as a "springboard" in future work, after graduation to enter first salary welfare is relatively low, but the business of state-owned commercial Banks, all of them are to be accumulated certain experience and then into the higher level of salary, benefits and younger and more energetic joint-stock and foreign Banks, state-owned commercial Banks is their learning platform, but also the springboard we work in the future. New staff turnover rate of rising brought great loss to the state-owned commercial Banks, state-owned commercial Banks also unceasingly in the recruitment, talent constantly loss. Along with the profound change of the economic and financial situation both at home and abroad, the future of state-owned commercial Banks will face greater earnings growth and cost pressure, total staff will also be further tightening, pressing for recruitment from pay attention to introduce talents scale quantitative growth to pay more attention to the quality promotion of the fine management structure change, the limited human resources increment efficient transform into management development needs most, matching degree is the highest areas. Therefore, human resources structure optimization adjustment has become a problem urgently to be solved in state-owned commercial Banks, the introduction of talented people become the state-owned commercial Banks is an urgent need to solve the problem, how to retain talent, with a good man is the key of the enterprise management and the improvement of personnel quality becomes very important problem to work in state-owned commercial Banks. Aimed at the phenomenon of state-owned commercial Banks to recruit staff turnover rate high, based on a state-owned commercial bank L branch as an example, to recruit new staff nearly three years as the research object, in reference to domestic and foreign theories and banking research review, on the basis of the L branch recruit personnel loss question for study, for L branch of the specific conditions of the new recruit staff turnover are summarized analysis, from the external factors, organizational factors and employees three aspects to find out the reasons of the loss of the new recruit, and to the cause of the loss from the aspects of the corresponding countermeasures, in order to solve the current situation of the new recruit staff turnover continued high. This article mainly USES the research methods for the database analysis, it is using L branch human resource database, filtered to recruit personnel loss situation in three years, the loss of personnel's basic situation, the reasons of demission, departure to factors such as in-depth analysis; Questionnaire investigation, namely the design of questionnaire, the loss of the new recruit staff for three years were investigated, the reasons for his departure and departure to investigate, and statistical analysis. In the process of the questionnaire data analysis, simple descriptive statistics method will be mainly used for statistical analysis of the collected data; Interview method, that is, to the application for employee conduct exit interview. Know the actual departure for employee motivation, understand the dissatisfied reasons and requirements for enterprise, the leaving reason are summarized and put forward reasonable Suggestions to enterprises. In paper structure, the article mainly divides into five parts, first elaborated the topic selected topic background, the research object, research purpose, research methods and research framework, the second L branch companies are briefly introduced the basic situation and the management present situation, then analyses the new recruitment management process, and loss of status quo. Signing of this article will L branch recruit personnel situation and into the line of departure in three years for data analysis, the reason for loss of thorough analysis and put forward the corresponding countermeasures. The first chapter is the introduction, this paper introduces the research background, through comparing state-owned commercial Banks and other joint-stock and the present situation of the personnel of foreign capital bank, points out that the state-owned commercial Banks for young high-quality talent and the phenomenon of the new recruit staff turnover rate is high. Second subject object of study for a state-owned commercial bank L branch recruit staff turnover problems, expounds the research purpose, research methods and research framework. The second chapter first to define in this paper, the repeated use of the concept, secondly to staff turnover, employee motivation theories briefly the research situation at home and abroad. The third chapter first introduces L branch overall present situation, the current situation of enterprise, second analysis branch recruitment status in three years, L L branch of the new recruit staff turnover rate is high. The fourth chapter for L branch recruit staff turnover rate is high, the analysis of the causes of the phenomenon from the social factors, organizational factors and personal factors is analyzed from the three, and from a different perspective of the enterprise and the staff pointed out that the new recruit staff turnover rate high losses and influence.Fifth chapter in summary L branch recruit staff turnover problems and reasons, on the basis of the corporate culture, recruitment process, compensation mechanism, promotion channels, career planning, staff training, etc. Improvement measures are put forward. The conclusion part summarizes the full text of L branch recruit personnel loss problem is evaluated, and put forward the outlook for the future development. New recruit loss reasons, the author of this paper put forward the corresponding solution countermeasure, some countermeasures in L branch has been used, and achieved good practical effect, this paper also explains the practical situation. In this paper, reduce the state-owned commercial bank new recruit staff turnover rate of the solution to other Banks in the same industry have a certain reference value and significance.
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