【摘要】：商業(yè)銀行作為我國現(xiàn)代服務(wù)業(yè)的重要組成部分，相較于傳統(tǒng)服務(wù)業(yè)，商業(yè)銀行有其自身的特點，面對金融市場激勵的競爭環(huán)境，我國商業(yè)銀行提高自身競爭力的關(guān)鍵就在于人才管理，尤其是一線員工的管理。工作投入是員工工作的一種積極態(tài)度，如何增加員工對工作的投入，提高顧客滿意度，將直接影響商業(yè)銀行的發(fā)展。 組織氣候的研究可以追溯到上世紀(jì)60年代，是西方學(xué)者研究的熱點課題，縱觀組織氣候的研究文獻不難發(fā)現(xiàn)，關(guān)于組織氣候的定義眾說紛紜，至今尚未形成統(tǒng)一定論。由于組織氣候能被員工感知，且對員工工作態(tài)度產(chǎn)生影響，并進一步的影響組織績效。因此，本文結(jié)合組織氣候和工作投入以往研究文獻，根據(jù)中國當(dāng)代的文化背景，探討商業(yè)銀行的組織氣候，并討論其對員工工作投入的影響作用。 本文理論與實踐相結(jié)合，以商業(yè)銀行員工為研究對象。首先，在文獻研究的基礎(chǔ)上，對組織氣候、員工工作投入、領(lǐng)導(dǎo)行為的概念維度進行闡述。本文在甘怡群等（2005）修訂后的中文版UWES工作投入量表，耿長有（2011）基于中國本土文化背景下編制的國有商業(yè)銀行組織氣候量表的基礎(chǔ)上，結(jié)合商業(yè)銀行自身特點，設(shè)計了合理的、有針對性的商業(yè)銀行組織氣候及員工工作投入調(diào)查問卷。通過在長春地區(qū)各大商業(yè)銀行進行問卷調(diào)查，將所得數(shù)據(jù)運用SPSS17.0進行分析，得出商業(yè)銀行的組織氣候的關(guān)鍵因素，并探討這些因素對商業(yè)銀行員工工作投入的影響。同時，將所調(diào)查的有效樣本按不同人口統(tǒng)計特征進行分組，分別做樣本方差分析，研究不同特征的商業(yè)銀行員工對組織氣候感知及工作投入程度的差別。 將數(shù)據(jù)進行因子分析、相關(guān)分析及回歸分析，結(jié)論歸納整理如下：①文化程度對商業(yè)銀行員工工作投入存在顯著差異，文化程度越高，，工作投入越低；②工作年限對商業(yè)銀行員工組織氣候感知存在顯著差異，工作年限越高，組織氣候感知程度越高；③商業(yè)銀行員工對商業(yè)銀行組織氣候的感知程度并不高，特別是對組織氣候中的成長空間和工作自主性的評價最低。根據(jù)結(jié)論，我們對商業(yè)銀行管理人員如何提高員工對組織氣候感知，增加工作投入提出建議如下：①轉(zhuǎn)變領(lǐng)導(dǎo)觀念；②正確認識組織氣候觀念、重視組織氣候的作用；③更新人才選拔觀念；④構(gòu)建和諧的工作環(huán)境，人文化管理。
[Abstract]:As an important part of the modern service industry in China, commercial banks have their own characteristics compared with the traditional service industry, and face the competitive environment of the financial market incentive. The key to improve the competitiveness of commercial banks in China lies in talent management, especially the management of frontline staff. Job engagement is a positive attitude of the employees. How to increase the employees' input to the work and improve the customer satisfaction will directly affect the development of commercial banks. The study of organizational climate can be traced back to the 1960s, which is a hot topic for western scholars. It is not difficult to find that the definition of organizational climate has not yet reached a unified conclusion. Because the organizational climate can be perceived by the staff, and affect the work attitude of employees, and further affect organizational performance. Therefore, this paper discusses the organizational climate of commercial banks according to the contemporary cultural background of China, and discusses its influence on the employees' work involvement, based on the previous research literature on organizational climate and work involvement. This paper combines theory with practice, taking commercial bank staff as the research object. Firstly, on the basis of literature research, the concept dimensions of organizational climate, employee work involvement and leadership behavior are expounded. On the basis of Gan Yi-qun et al. (2005) revised Chinese version of the UWES work engagement scale and Geng Changyou (2011), which is based on the organizational climate scale of state-owned commercial banks compiled under the background of Chinese native culture, this paper designs a reasonable one based on the characteristics of commercial banks. A targeted questionnaire on organizational climate and employee engagement in commercial banks. Through the questionnaire survey in the major commercial banks in Changchun area, the data obtained are analyzed by SPSS17.0, and the key factors of the organizational climate of the commercial banks are obtained, and the influence of these factors on the employees' work involvement in the commercial banks is discussed. At the same time, the valid samples were grouped according to different demographic characteristics, and the analysis of variance was made to study the differences in the perception of organizational climate and the degree of work engagement among the employees of commercial banks with different characteristics. The data are analyzed by factor analysis, correlation analysis and regression analysis, and the conclusion is summarized as follows: 1. There are significant differences in the degree of education to the work input of commercial bank staff. The higher the education level, the lower the work investment; (2) there are significant differences in the perception of organizational climate between the employees of commercial banks during their working years, and the higher the working years, the higher the perception of organizational climate among employees of commercial banks. (3) the degree of perception of organizational climate of commercial banks by employees of commercial banks is not high. In particular, the evaluation of growth space and job autonomy in organizational climate is the lowest. According to the conclusion, we put forward the following suggestions on how to improve the staff's perception of organizational climate and increase their work involvement in commercial banks: 1. Change the concept of leadership. Second, correctly understand the concept of organizational climate and attach importance to the role of organizational climate; Renew the concept of talent selection. 4 build a harmonious working environment and human culture management.
【學(xué)位授予單位】：吉林財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2012
【分類號】：F272.92;F832.33

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