本文選題：成都農(nóng)商銀行　切入點(diǎn)：激勵(lì)機(jī)制　出處：《西南財(cái)經(jīng)大學(xué)》2012年碩士論文

【摘要】：不斷深化的金融改革和銀行業(yè)間日益加劇的競(jìng)爭(zhēng),以及信息經(jīng)濟(jì)、知識(shí)經(jīng)濟(jì)和高新技術(shù)的飛速發(fā)展,對(duì)農(nóng)村商業(yè)銀行的內(nèi)部管理模式產(chǎn)生了深刻的影響。作為高度知識(shí)密集型的產(chǎn)業(yè),同質(zhì)化的勞動(dòng)力與普通實(shí)物資本在銀行業(yè)競(jìng)爭(zhēng)中的作用正變得越來(lái)越小,競(jìng)爭(zhēng)的焦點(diǎn)已經(jīng)投射在人才的儲(chǔ)備上。因此,在新形勢(shì)下,如何提高銀行自身運(yùn)營(yíng)效益,建立合理有效的績(jī)效管理體系,從而能夠吸引人才、留住人才并用好人才,就顯得尤為迫切。 成都農(nóng)商行于2010年由信用社改制成為股份制商業(yè)銀行,并于2011年引進(jìn)戰(zhàn)略投資者安邦保險(xiǎn)。作為脫胎于農(nóng)村信用社的獨(dú)立機(jī)構(gòu),其轉(zhuǎn)制以后希望通過(guò)建立健全現(xiàn)代企業(yè)制度,以提高企業(yè)整體業(yè)績(jī)與員工個(gè)人績(jī)效為目的,致力于推進(jìn)激勵(lì)制度改革,不斷完善企業(yè)各項(xiàng)激勵(lì)機(jī)制考核,增強(qiáng)員工的滿意度、忠誠(chéng)度和企業(yè)歸屬感,使其能夠真心誠(chéng)意地與企業(yè)共進(jìn)退。然而,現(xiàn)實(shí)的情況卻不盡如人意。由于農(nóng)商行起點(diǎn)較低,過(guò)去信用社的員工包袱較重,舊有制度痕跡和影響仍然存在于企業(yè)的諸多方面,各項(xiàng)薪酬激勵(lì)與考核機(jī)制尚未有效建立和完善,績(jī)效管理仍沒(méi)有擺脫企業(yè)轉(zhuǎn)制前的管理模式。因此,針對(duì)農(nóng)商行的實(shí)際情況,配合企業(yè)整體發(fā)展戰(zhàn)略的需要,專(zhuān)題來(lái)研究農(nóng)商行的激勵(lì)機(jī)制便具有了較強(qiáng)的現(xiàn)實(shí)意義。 本文是以成都農(nóng)商行的內(nèi)部激勵(lì)制度為研究對(duì)象,解析該制度現(xiàn)在的運(yùn)作情況和存在的問(wèn)題,綜合運(yùn)用商務(wù)理論知識(shí)和多種分析方法,在結(jié)合作者在其中的管理經(jīng)驗(yàn),提出如何改進(jìn)農(nóng)商行的激勵(lì)制度的重要建議。 本文將成都農(nóng)村商業(yè)銀行的現(xiàn)行激勵(lì)機(jī)制考核作為探析的切入點(diǎn),從科學(xué)制定績(jī)效管理流程、搞好“定崗、定責(zé)、定編”、科學(xué)確定量化指標(biāo)、加大控制力度、即時(shí)兌現(xiàn)等幾個(gè)方面,對(duì)現(xiàn)有激勵(lì)機(jī)制考核進(jìn)行了深入細(xì)致的剖析,并提出了進(jìn)一步改進(jìn)的建議和策略,希望通過(guò)將員工個(gè)人績(jī)效考核和機(jī)構(gòu)團(tuán)隊(duì)績(jī)效評(píng)價(jià)有機(jī)結(jié)合起來(lái),將員工績(jī)效管理作為保障團(tuán)體績(jī)效成果的重點(diǎn),將企業(yè)的實(shí)際需求和員工的成長(zhǎng)收益相連接,建立起指標(biāo)具體化、可操作性強(qiáng)、上下一致性高的考核機(jī)制。 本文共分為六個(gè)章節(jié)。第一章介紹本文的研究背景和目的。第二章主要回顧了農(nóng)商行近年發(fā)展情況,對(duì)其管理的實(shí)際情況和特殊性做了相關(guān)介紹。重點(diǎn)指出由于激勵(lì)機(jī)制考核的落后,導(dǎo)致資源分配不合理,人才戰(zhàn)略難以有效實(shí)施,使得農(nóng)商行整體發(fā)展受阻。第三章詳細(xì)描述激勵(lì)機(jī)制的派別體系和對(duì)應(yīng)的理論,將實(shí)際制定的激勵(lì)機(jī)制考核和激勵(lì)理論基礎(chǔ)結(jié)合分析。第四章重在解說(shuō)農(nóng)村商業(yè)銀行當(dāng)前的激勵(lì)考核制度及其存在的問(wèn)題。第五章結(jié)合成都農(nóng)商銀行激勵(lì)機(jī)制存在的問(wèn)題提出未來(lái)改進(jìn)完善的對(duì)策建議。第六章總結(jié)全文,并提出中心觀點(diǎn)。 從成都農(nóng)商銀行自身?xiàng)l件出發(fā),從實(shí)際存在的問(wèn)題入手,筆者結(jié)合自身的管理實(shí)踐,將農(nóng)村商業(yè)銀行的一般激勵(lì)制度和成都農(nóng)商行特殊的激勵(lì)制度同時(shí)分析,從宏觀理論落實(shí)在微觀的操作性分析,在對(duì)成都農(nóng)商銀行進(jìn)行宏觀環(huán)境分析和同行業(yè)案例比較分析的同時(shí)；剖析成都農(nóng)商銀行存在的深層次制度問(wèn)題,在此基礎(chǔ)之上,進(jìn)行理論提煉。同時(shí),本文努力在研究中平衡理論與實(shí)際、宏觀經(jīng)濟(jì)環(huán)境與企業(yè)微觀管理情況的分析,重在對(duì)現(xiàn)行的績(jī)效激勵(lì)機(jī)制提出可操作的改良建議。 由于筆者理論水平和時(shí)間有限,對(duì)激勵(lì)問(wèn)題研究涉及的宏觀制度背景、行業(yè)現(xiàn)狀和企業(yè)總體的發(fā)展思路等問(wèn)題未進(jìn)行更深入全面的分析和闡述,且主要聚焦于激勵(lì)問(wèn)題中的薪酬考核問(wèn)題,未對(duì)激勵(lì)問(wèn)題涉及的其他相關(guān)方面做更全面深入的分析,得出的分析結(jié)果難免有些片面,請(qǐng)各位學(xué)者幫助指正。
[Abstract]:The growing competition of deepening financial reform and the banking industry, and the rapid development of information economy, knowledge economy and high technology, have a profound impact on the internal management mode of rural commercial banks. As a highly knowledge intensive industry, labor force and physical capital in the homogenization of competition in the banking sector the role is becoming more and more small, the focus of competition has been projected on the talents reserve. Therefore, in the new situation, how to improve the bank's operational efficiency, build a reasonable and effective performance management system, which will be able to attract and retain talent and make good use of talents, it is particularly urgent.
Chengdu commercial bank in 2010 by credit cooperatives restructuring into joint-stock commercial banks, and the introduction of strategic investors in 2011. The Ampang insurance institutions as independent from the rural credit cooperatives, after the hope that through the establishment of a sound modern enterprise system, to improve the overall performance and individual performance of employees for the purpose, committed to advancing the reform of the incentive system. The continuous improvement of enterprise incentive mechanism evaluation, enhance employee satisfaction, loyalty and sense of ownership of enterprise, the enterprise can wholeheartedly and aligned. However, the real situation is not satisfactory. Because of the low starting point for agricultural credit cooperatives, past employees burden is heavy, the old system still exists in the traces and influence many aspects of the enterprise, the compensation incentive and evaluation mechanism has yet to establish an effective and perfect performance management is still not out of the enterprise management mode for. Therefore, in view of the actual situation of the agricultural and commercial banks and the needs of the overall development strategy of the enterprises, it is of great practical significance to study the incentive mechanism of the agricultural and commercial banks.
This paper is based on the Chengdu agricultural firm's internal incentive system as the research object, analyzing the system operation situation now and existing problems, the integrated use of business knowledge and various analysis methods, the author combined with the management experience, important suggestions how to improve the agricultural firm incentive system.
This paper will present incentive mechanism evaluation of Chengdu rural commercial bank as the starting point of the development of performance management process from science to posts, will be responsible for setting a quota, scientifically determine the quantitative index, increased control, instant cash and other aspects of the existing incentive mechanism, assessment has been analyzed thoroughly, and puts forward some suggestions and the strategies for further improvement, hope the staff individual performance appraisal mechanism and team performance evaluation organically, the staff performance management as the key security group performance results, the actual needs of the enterprises and the staff growth and income connected to establish index specific, operability assessment mechanism consistency high.
This paper is divided into six chapters. The first chapter introduces the research background and purpose. The second chapter reviews the development situation of agricultural firms in recent years, the actual situation and particularity of its management. It introduces key points as the incentive mechanism evaluation of backward, lead to irrational allocation of resources, it is difficult to effectively implement talent strategy. The agricultural firm overall development is blocked. The third chapter describes factions incentive system and the corresponding theory will be combined with the actual development of the incentive mechanism evaluation and incentive theory analysis. The fourth chapter focuses on the current interpretation of the rural commercial bank incentive assessment system and its problems. Put forward countermeasures and suggestions for the improvement of the perfect combination of the fifth chapter of Chengdu agriculture the bank incentive mechanism existing problems. The sixth chapter summarizes the full text, and put forward the center point of view.
From the point of view of the Chengdu rural commercial bank itself, starting from the practical problems, the author combined with management practice, the rural commercial bank general incentive system and agricultural firms Chengdu special incentive system and analysis, from the macro theory to the analysis in the operation of micro, in Chengdu rural commercial bank, analyzes the macro environment and the case with a comparative analysis of the industry at the same time; deep analysis of system problems of Chengdu rural commercial bank, on the basis of theoretical abstraction. At the same time, this paper try to study the balance in theory and practice, analysis of the macroeconomic environment and micro management of enterprises, focusing on the recommendations for improvement of operational performance of current incentive mechanism.
Because of the limited time and the level of theory, macro institutional background of the research problem relates to incentive problems, industry and enterprise overall development ideas were not further analyzed and expounded comprehensively, and the problems of salary assessment mainly focus on incentive problems, do a more comprehensive analysis into other related aspects of the incentive problem the analysis result is somewhat one-sided, please help scholars.

【學(xué)位授予單位】：西南財(cái)經(jīng)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類(lèi)號(hào)】：F832.33

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