發(fā)布時(shí)間：2018-03-26 04:38

  本文選題：人才流失　切入點(diǎn)：國(guó)有銀行　出處：《吉林大學(xué)》2012年碩士論文

【摘要】：在國(guó)民經(jīng)濟(jì)持續(xù)、快速增長(zhǎng)，金融體制改革不斷深化的大背景下，國(guó)內(nèi)商業(yè)銀行獲得了快速發(fā)展機(jī)遇，金融市場(chǎng)不斷繁榮之后，國(guó)內(nèi)商業(yè)銀行間的競(jìng)爭(zhēng)也隨之加劇，導(dǎo)致人才的競(jìng)爭(zhēng)愈演愈烈。人才流失必定給銀行造成巨大損失。中國(guó)早期計(jì)劃經(jīng)濟(jì)時(shí)代的銀行不能算作是企業(yè)，所以相對(duì)成熟的銀行業(yè)在中國(guó)出現(xiàn)得要晚于銀行實(shí)際存在的時(shí)間，真正市場(chǎng)化運(yùn)營(yíng)的時(shí)間短就必然導(dǎo)致國(guó)有銀行在經(jīng)營(yíng)、管理實(shí)力方面存在差距，由此可見(jiàn)一般，造成人才流失的體制因素也必然存在于國(guó)有銀行的人才管理過(guò)程中。郵儲(chǔ)銀行X分行是新興國(guó)有商業(yè)銀行的分支機(jī)構(gòu)，在四年來(lái)的發(fā)展過(guò)程中同樣面臨著人才流失的挑戰(zhàn)，雖然分析過(guò)往四年多人才流失的流向和其他國(guó)有商業(yè)銀行不完全相同，但是帶來(lái)的影響卻一樣深遠(yuǎn)，而且“他山之石可以攻玉”，X分行在人才管理模式上應(yīng)該吸取前人的經(jīng)驗(yàn)和教訓(xùn)，避免發(fā)展成熟后，重蹈覆轍，出現(xiàn)其他國(guó)有銀行曾經(jīng)面對(duì)的問(wèn)題。本文對(duì)當(dāng)前X分行的人才流失問(wèn)題進(jìn)行系統(tǒng)研究。首先，我們描述了X分行人才流失的現(xiàn)狀，然后通過(guò)對(duì)流失銀行員工滿意度的調(diào)查，分析該行人才流失的特點(diǎn)和原因，，調(diào)查結(jié)果顯示該行人才流失主要呈現(xiàn)有以下特點(diǎn)，即人員的主要流失方向是X分行隸屬的一級(jí)分行、流失人員的行齡短、流失人員本科以上比重大等。缺乏能明顯區(qū)分貢獻(xiàn)的薪酬激勵(lì)機(jī)制、缺乏完善的培訓(xùn)機(jī)制、需要積極、健康的文化氛圍對(duì)員工職業(yè)發(fā)展導(dǎo)向進(jìn)行引導(dǎo)、提高對(duì)員工的職業(yè)規(guī)劃能力等是造成該行人才大量流失的主要原因。在此發(fā)現(xiàn)問(wèn)題、提出問(wèn)題的基礎(chǔ)上，本文本著解決問(wèn)題的態(tài)度，提出了四個(gè)方面的改進(jìn)措施，具體包括：改革員工激勵(lì)機(jī)制、加強(qiáng)約束機(jī)制、優(yōu)化培訓(xùn)及提升機(jī)制、進(jìn)一步加強(qiáng)企業(yè)文化建設(shè)等。本文通過(guò)發(fā)現(xiàn)問(wèn)題、分析問(wèn)題，提出解決問(wèn)題得辦法，意在提高X分行對(duì)人才流失問(wèn)題的重視程度，并最終解決人才流失問(wèn)題。
[Abstract]:With the sustained and rapid growth of the national economy and the deepening of the reform of the financial system, domestic commercial banks have gained rapid development opportunities, and the competition among domestic commercial banks has also intensified after the financial market has continued to flourish. The brain drain is bound to cause huge losses to banks. The banks of China's early planned economy era could not be counted as enterprises. Therefore, the relatively mature banking industry appears later than the actual existence of the banks in China. The short time for the real market-oriented operation will inevitably lead to a gap in the management and management strength of the state-owned banks. It can be seen from this that there is a gap in the management and management strength of the state-owned banks. The institutional factors that cause the brain drain must also exist in the talent management process of the state-owned banks. The Postal savings Bank X Branch is a branch of the new state-owned commercial banks, and it is also facing the challenge of the brain drain in the development process of the past four years. Although the flow of brain drain over the past four years is not exactly the same as that of other state-owned commercial banks, the impact is just as profound. Moreover, "the Stone of other Mountains can attack the Jade" in the talent management mode, the X branch should draw on the experience and lessons of the predecessors, and avoid making the same mistake again after the development has matured. This paper systematically studies the brain drain of X branch. First, we describe the current situation of the brain drain in X branch, and then through the investigation of the employee satisfaction of the lost bank. The characteristics and causes of the brain drain of the bank are analyzed. The results of the investigation show that the brain drain of the bank is mainly characterized by the following characteristics: the main direction of personnel turnover is the first grade branch attached to X branch, and the age of the lost personnel is short. Lack of salary incentive mechanism, lack of perfect training mechanism, need a positive and healthy cultural atmosphere to guide employees' career development, Improving the ability of career planning for employees is the main reason for the loss of talents in this bank. On the basis of finding the problems and putting forward the problems, this paper puts forward four improvement measures based on the attitude of solving the problems. It includes: reforming the staff incentive mechanism, strengthening the restraint mechanism, optimizing the training and promotion mechanism, further strengthening the construction of the enterprise culture, etc. This paper puts forward the solution to the problem by finding the problem, analyzing the problem, and putting forward the solution to the problem. The purpose of this paper is to increase the attention of X Branch to the problem of brain drain and to solve the problem of brain drain.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F272.92;F832.2

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