【摘要】：隨著全面深化改革向縱深推進,中國金融服務領域愈發(fā)開放包容,農業(yè)銀行必須清醒面對內外部的機遇與挑戰(zhàn),不斷實現自我完善、自我革新、自我提高。為改善企業(yè)人力資源的配置,構建有效的人力資源配置機制,提升人力資源管理水平,進而提升企業(yè)整體效能,中國農業(yè)銀行太原分行要在人力資源配置優(yōu)化中實現晉升渠道合理、員工進出流暢、績效評價規(guī)范,最終找到人崗相對匹配機制,實現優(yōu)化企業(yè)人力資源配置,進而推動員工和企業(yè)發(fā)展目標趨同,人員同企業(yè)同呼吸、共命運。為此必須深化人事制度改革,將人力資源配置投放到市場的大環(huán)境中,不斷推進人崗匹配機制的科學性和超前性。通過對崗位評估制度的建立完善,為人崗配置提供可靠的保障。宏觀把握人力資源總量,為人力資源管理夯基固本。加強對晉升渠道的監(jiān)督管理,提高員工積極性。加強對績效考核系統(tǒng)的構架,使員工人力資本價值最大化。如何有效提升農業(yè)銀行在太原市各個網點的人力資源配置水平,使各網點在激烈的市場競爭中獲得更多優(yōu)勢,是農行人力資源管理人員必須盡快解決的嚴峻課題。文章認為,農行太原分行應重新構建人力資源配置體系,立足當前,著眼長遠,堅持問題導向,建立健全人力資源配置體系,實現人力資源配置能力的現代化。與外資銀行相比,國有商業(yè)銀行對人力資源配置的重視程度和能力水平都相形見絀,在著重人才引進的同時,進一步打造環(huán)境,讓各類人才引得進、留得住、用得好,是國有商業(yè)銀行的關鍵之舉。文章在宏觀把握農業(yè)銀行太原分行人崗匹配基礎情況和業(yè)已發(fā)生的問題,在吸收借鑒國內外相關先進理論的基礎上,提出加強案例銀行人力資源管理的對策和建議。
[Abstract]:With the deepening of the reform to the depth, China's financial services increasingly open and inclusive, the Agricultural Bank of China must soberly face internal and external opportunities and challenges, constantly achieve self-improvement, self-innovation, self-improvement. In order to improve the allocation of human resources, build an effective human resource allocation mechanism, improve the level of human resources management, and then enhance the overall efficiency of enterprises, The Taiyuan Branch of Agricultural Bank of China should realize the rational promotion channel in the optimization of human resources allocation, the smooth flow of staff in and out, the standard performance evaluation, finally find the relative matching mechanism of personnel and post, and realize the optimization of human resources allocation of enterprises. And then promote the convergence of staff and enterprise development goals, personnel and enterprises with breathing, a common destiny. Therefore, we must deepen the reform of the personnel system, put the human resource allocation into the market environment, and continuously promote the scientific and forward nature of the matching mechanism of personnel and post. Through the establishment of the post evaluation system, the post allocation provides reliable protection. Macro grasp the total amount of human resources, for human resources management tamping solid foundation. Strengthen the supervision and management of promotion channels, improve the enthusiasm of employees. Strengthen the framework of performance appraisal system to maximize the value of human capital. How to effectively enhance the level of human resources allocation in all branches of Agricultural Bank of China in Taiyuan City and make each network gain more advantages in the fierce market competition is a serious problem that the human resources managers of Agricultural Bank of China must solve as soon as possible. The paper holds that Agricultural Bank of Taiyuan Branch should rebuild the human resource allocation system, base on the current situation, focus on the long term, adhere to the problem orientation, establish and perfect the human resource allocation system, and realize the modernization of the human resource allocation ability. Compared with foreign banks, state-owned commercial banks pay less attention to the allocation of human resources and their ability level. While focusing on the introduction of talents, they should further create an environment in which all kinds of talents can be brought in, retained, and used well. Is the key to state-owned commercial banks. On the basis of macroscopically grasping the basic situation of matching people and posts in Taiyuan Branch of Agricultural Bank and the existing problems, the paper puts forward some countermeasures and suggestions to strengthen the human resource management of the case bank on the basis of absorbing and drawing lessons from the relevant advanced theories at home and abroad.
【學位授予單位】：山西大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F272.92;F832.33

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相關碩士學位論文 前1條

1 劉琳;人力資源會計在我國金融企業(yè)的應用研究[D];山西財經大學;2012年

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本文編號：2288793