發(fā)布時間：2018-03-19 23:20

  本文選題：員工流失　切入點：案例　出處：《大連理工大學(xué)》2015年碩士論文　論文類型：學(xué)位論文

【摘要】：在國際經(jīng)濟整體形勢逐步升溫的大環(huán)境下,中國企業(yè)迎來了無限的發(fā)展空間,但機遇向來與風(fēng)險相伴,在獲得了高速增長機會的同時,國內(nèi)的企業(yè)也遇到了前所未有的競爭。二十一世紀(jì)最核心的競爭力就是人才,獲得和留住企業(yè)人才并且最大限度地發(fā)揮其主觀能動性為企業(yè)創(chuàng)造價值,這將是決定企業(yè)未來發(fā)展的關(guān)鍵因素。ZG銀行成立以一九一二年,是一家擁有百余年歷史的四大國有銀行之一,也是第一家在國內(nèi)上市的銀行,無論是業(yè)務(wù)范圍還是銀行規(guī)模,ZG銀行在國內(nèi)銀行業(yè)都具有泰斗級別的地位。改革開放以來ZG銀行不斷進行資源整合、業(yè)務(wù)調(diào)整和市場拓展,已然成為一家集國內(nèi)、國外銀行業(yè)務(wù)為一體的國際金融機構(gòu),在中國經(jīng)濟高速發(fā)展的過程中發(fā)揮了卓越的作用。ZG銀行大連分行是ZG銀行在遼寧省內(nèi)的分支機構(gòu),盡管ZG銀行大連分行僅是一家分支銀行,但是其組織機構(gòu)齊全,業(yè)務(wù)范圍廣泛,主要負(fù)責(zé)大連及周邊城市的銀行信托服務(wù)、客戶開發(fā)以及當(dāng)?shù)氐慕?jīng)濟環(huán)境分析等業(yè)務(wù)。但是近年來銀行業(yè)內(nèi)部競爭越發(fā)激烈,金融人才稀缺問題逐漸暴露,銀行員工流失問題已經(jīng)開始成為整個金融行業(yè)關(guān)注的焦點。ZG銀行大連分行也深受影響,如果不能進行科學(xué)合理調(diào)整,那么員工流失問題將成為未來制約ZG銀行大連分行發(fā)展的瓶頸。論文將通過四個發(fā)生在ZG銀行大連分行的典型案例揭露出當(dāng)前由于ZG銀行大連分行人力資源管理不善,出現(xiàn)銀行內(nèi)部績效管理制度形同虛設(shè)、薪酬福利政策有失偏頗、員工職業(yè)生涯管理缺失和銀行內(nèi)部培訓(xùn)體系混亂等問題,導(dǎo)致ZG銀行大連分行員工大量流失,給銀行帶來了不可估量的損失。作者通過科學(xué)的分析和研究,最終為ZG銀行大連分行制定出了相應(yīng)的對策和建議,幫助ZG銀行大連分行有效的抑制員工流失問題,不僅解決了ZG銀行大連分行人力資源管理方面的燃眉之急,也為其他銀行解決同類問題和困惑提供了科學(xué)的依據(jù)和方案。
[Abstract]:In the overall international economic situation gradually warming up in the environment, Chinese enterprises ushered in unlimited space for development, but the opportunity has always accompanied with risk, and at the same time obtained the opportunity of rapid growth. In 21th century, the core competitiveness of domestic enterprises is talent, to obtain and retain enterprise talents and to maximize their initiative to create value for enterprises. ZG Bank was established in 1912. It is one of the four largest state-owned banks with a history of more than 100 years, and is also the first bank to be listed in China. No matter the scope of business or the size of the bank, ZG Bank has the status of "Taiduo-grade" in the domestic banking sector. Since the reform and opening up, ZG Bank has continuously carried out resource integration, business adjustment and market expansion, has become a domestic collection. International financial institutions with foreign banking business as an integral whole have played an outstanding role in the rapid development of China's economy. ZG Bank Dalian Branch is a branch of ZG Bank in Liaoning Province. Although ZG Bank Dalian Branch is only one branch bank, it has a complete organization and a wide range of business, mainly responsible for banking trust services in Dalian and its surrounding cities. Customer development and the analysis of the local economic environment. However, in recent years, the competition within the banking industry has become more and more intense, and the problem of the scarcity of financial personnel has been gradually exposed. The problem of bank staff turnover has begun to become the focus of the entire financial industry. ZG Bank Dalian Branch has also been deeply affected. If scientific and reasonable adjustments cannot be made, Well, the problem of staff turnover will become a bottleneck restricting the development of ZG Bank Dalian Branch in the future. Through four typical cases of ZG Bank Dalian Branch, the paper reveals that the current situation is due to the poor human resources management of ZG Bank Dalian Branch. The problems of internal performance management system of banks, biased salary and welfare policies, lack of career management and confusion of internal training system of banks lead to a large loss of employees in Dalian Branch of ZG Bank. It has brought incalculable losses to the bank. Through scientific analysis and research, the author has finally worked out the corresponding countermeasures and suggestions for the Dalian Branch of ZG Bank, helping the Dalian Branch of ZG Bank to effectively curb the employee turnover problem. It not only solves the urgent problem of human resource management in Dalian Branch of ZG Bank, but also provides scientific basis and scheme for other banks to solve similar problems and puzzles.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F272.92;F832.33

【參考文獻】

相關(guān)期刊論文 前10條

1 楊全富;;員工職業(yè)生涯管理的內(nèi)涵分析[J];知識經(jīng)濟;2011年06期

2 王競一;;構(gòu)建員工培訓(xùn)四分圖模型[J];成人教育;2010年10期

3 白潔;金苑苑;穆娟;;淺談企業(yè)職業(yè)生涯規(guī)劃管理[J];大眾商務(wù);2009年14期

4 李晉;;企業(yè)員工流失原因及其對策[J];山西科技;2008年06期

5 翟偉坡;王圣;;企業(yè)新員工培訓(xùn)中存在的問題及其對策研究[J];現(xiàn)代商業(yè);2007年30期

6 朱水發(fā);李建文;李民;;基層央行行員績效考核機制探討[J];河南金融管理干部學(xué)院學(xué)報;2005年06期

7 祝孔海;中國企業(yè)薪酬管理制度研究[J];農(nóng)場經(jīng)濟管理;2005年06期

8 劉瓊瑜,朱松華;中資商業(yè)銀行績效考核機制的缺陷及其改革建議[J];上海金融;2005年09期

9 李寧;張德;;如何設(shè)計一個激勵性的薪酬體系[J];中國人力資源開發(fā);2005年08期

10 單丙波;對我國企業(yè)薪酬管理中的問題分析[J];內(nèi)蒙古統(tǒng)計;2005年03期

相關(guān)碩士學(xué)位論文 前2條

1 辛達(dá);ZJ公司新員工培訓(xùn)體系研究[D];北京交通大學(xué);2011年

2 徐久勝;國有商業(yè)銀行薪酬體系方案設(shè)計[D];吉林大學(xué);2005年

，

本文編號：1636492