發(fā)布時(shí)間：2018-03-09 09:51

  本文選題：銀行　切入點(diǎn)：IT員工　出處：《云南財(cái)經(jīng)大學(xué)》2013年碩士論文　論文類型：學(xué)位論文

【摘要】：隨著我國加入WTO后金融市場開發(fā)節(jié)奏的加快以及外資銀行等金融機(jī)構(gòu)進(jìn)入市場，我國銀行金融業(yè)將面臨著前所未有的機(jī)遇和挑戰(zhàn)。同時(shí)，信息技術(shù)早已成為支撐現(xiàn)代銀行核心競爭力的靈魂。一切企業(yè)之間的競爭，歸根結(jié)底都是人才的競爭，目前，復(fù)合型和通才型IT人才已成為銀行金融業(yè)競相追逐的目標(biāo)，但是，專業(yè)而優(yōu)秀的IT人才匱乏卻是目前我國大多數(shù)銀行開展可持續(xù)發(fā)展的軟肋。而且，經(jīng)濟(jì)市場的發(fā)展對(duì)于銀行IT員工的職業(yè)生涯發(fā)展帶來了巨大沖擊和機(jī)遇，甚至對(duì)于整個(gè)銀行的正常運(yùn)轉(zhuǎn)及IT部門的日常運(yùn)轉(zhuǎn)造成了一定的影響。所以，銀行IT員工作為典型的知識(shí)型人才，進(jìn)行職業(yè)生涯管理顯得具有極大的現(xiàn)實(shí)意義。 本文結(jié)合職業(yè)生涯管理理論，通過對(duì)A銀行IT員工的職業(yè)生涯現(xiàn)狀分析，結(jié)合當(dāng)前宏觀經(jīng)濟(jì)形勢發(fā)展對(duì)于銀行IT員工職業(yè)生涯的影響，采取訪談以及問卷調(diào)查等方式，對(duì)A銀行IT員工職業(yè)生涯的現(xiàn)狀進(jìn)行評(píng)估，在此基礎(chǔ)上，剖析A銀行IT部門員工職業(yè)生涯管理中所存在的問題，然后有針對(duì)性地提出A銀行IT員工職業(yè)生涯管理的優(yōu)化設(shè)計(jì)建議。希望從進(jìn)一步明確各層級(jí)組織在員工職業(yè)生涯管理中的職責(zé)、拓展員工成長通道、形成良好的競爭型晉升制度、制定IT部門員工職業(yè)生涯管理規(guī)劃并確保落實(shí)、強(qiáng)化職業(yè)培訓(xùn)的力度、增強(qiáng)培訓(xùn)的針對(duì)性和實(shí)用性、構(gòu)筑科學(xué)的薪酬績效考核體系等方面入手，進(jìn)一步優(yōu)化A銀行IT員工職業(yè)生涯發(fā)展現(xiàn)狀，為銀行業(yè)走科技發(fā)展之路提供堅(jiān)實(shí)的人力資源支持。 A銀行IT員工的職業(yè)生涯管理是銀行業(yè)員工職業(yè)生涯管理的縮影，既具有普遍性，又具有特殊性。本文在研究過程中立足實(shí)際情況，針對(duì)IT員工職業(yè)生涯管理的面臨的問題，提出了拓展員工成長通道，，制定具有針對(duì)性的IT員工職業(yè)生涯管理規(guī)劃等論點(diǎn)，在體現(xiàn)普遍性的同時(shí)，突出了個(gè)性化，希望以此提升本文研究成果的針對(duì)性。但是由于所論述的方式是以A銀行的特點(diǎn)為出發(fā)點(diǎn)，因此論文成果存在一定的局限性，另外，受限于專業(yè)知識(shí)的積累和應(yīng)用能力不足，在研究的深度和廣度上還有待于進(jìn)一步改進(jìn)。
[Abstract]:With the rapid development of financial market after China's entry into WTO and the entry of financial institutions such as foreign banks into the market, the banking and financial industry of our country will face unprecedented opportunities and challenges. Information technology has long been the soul of supporting the core competitiveness of modern banks. The competition among all enterprises is, in the final analysis, the competition of talents. At present, the complex and generalist IT talents have become the target of the banking and financial industry to pursue, but, The shortage of professional and excellent IT personnel is the weakness of the sustainable development of most banks in our country at present. Moreover, the development of the economic market has brought great impact and opportunity to the development of the IT career of the bank. Even for the normal operation of the whole bank and the daily operation of IT department, it has a certain impact. Therefore, it is of great practical significance for the IT staff of the bank, as a typical knowledge-based talent, to carry out career management. Based on the theory of career management, this paper analyzes the status quo of IT employees in Bank A, and combines the impact of the current macroeconomic situation on the career of IT employees in Bank A, and adopts interviews and questionnaires, and so on. On the basis of evaluating the current situation of IT employees' career in Bank A, this paper analyzes the problems existing in the career management of IT employees in Bank A Bank. Then it puts forward the suggestion of optimizing the career management of IT employees in Bank A. It hopes to further clarify the responsibilities of organizations at all levels in the career management of employees, and expand the channel of staff growth. To form a good competitive promotion system, to formulate and ensure the implementation of IT department staff career management planning, to strengthen the strength of vocational training, to enhance the pertinence and practicability of training, to build a scientific salary performance appraisal system and so on. Further optimize the status quo of IT staff career development in Bank A to provide solid human resource support for the banking industry to take the path of technological development. The career management of IT employees in Bank A is the epitome of the career management of bank employees, which has both universality and particularity. This paper, based on the actual situation in the process of research, aims at the problems faced by the career management of IT employees. In this paper, the author puts forward some arguments, such as expanding the channel of staff growth, formulating targeted career management planning for IT employees, etc., which reflects the universality and at the same time highlights the individuation. The author hopes to improve the pertinence of the research results in this paper. However, because the way discussed is based on the characteristics of Bank A, there are some limitations in this paper, in addition, it is limited by the accumulation of professional knowledge and insufficient ability of application. The depth and breadth of the study need to be further improved.
【學(xué)位授予單位】：云南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F832.3

【參考文獻(xiàn)】

相關(guān)期刊論文 前6條

1 喬海曙;王軍華;;我國股份制商業(yè)銀行薪酬激勵(lì)有效性研究[J];金融論壇;2006年05期

2 顧浩;金融IT人才的市場分析和培養(yǎng)策略[J];福建電腦;2004年05期

3 龍立榮,方俐洛,凌文輇;組織職業(yè)生涯管理的發(fā)展趨勢[J];心理學(xué)動(dòng)態(tài);2001年04期

4 段鋼;國有商業(yè)銀行人力資源管理創(chuàng)新[J];中國人力資源開發(fā);2002年08期

5 廖泉文;職業(yè)生涯發(fā)展的三、三、三理論[J];中國人力資源開發(fā);2004年09期

6 楊雪梅;運(yùn)用職業(yè)生涯管理策略留住國企人才[J];職業(yè);2004年04期

本文編號(hào)：1588018