【摘要】：隨著經(jīng)濟(jì)全球化和信息時(shí)代的到來(lái),企業(yè)面臨著越來(lái)越激烈的國(guó)內(nèi)和國(guó)外市場(chǎng)競(jìng)爭(zhēng),物質(zhì)資源和財(cái)力資源的利用歸根結(jié)底是通過(guò)與人力資源的結(jié)合實(shí)現(xiàn)的,實(shí)現(xiàn)的程度受企業(yè)人力資源中人力資本的數(shù)量、利用程度以及人力資源管理的優(yōu)劣的影響。人們?cè)絹?lái)越多的認(rèn)識(shí)到人力資源是“第一資源”,是企業(yè)獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的核心競(jìng)爭(zhēng)力。 人力資源培訓(xùn)與開(kāi)發(fā)是通過(guò)培訓(xùn)與開(kāi)發(fā)項(xiàng)目改進(jìn)員工能力水平和組織業(yè)績(jī)的一種有計(jì)劃的連續(xù)性的工作,培訓(xùn)能使培訓(xùn)對(duì)象獲得對(duì)目前工作所需的知識(shí)和能力,開(kāi)發(fā)則著眼于長(zhǎng)遠(yuǎn)的目標(biāo),以獲得目前工作及未來(lái)工作所需的知識(shí)和能力,以使員工能跟上組織的發(fā)展和變化,培訓(xùn)開(kāi)發(fā)的程序包括首先要分析明確組織中各類職位,各類人員的培訓(xùn)需要,第二是制定組織年度培訓(xùn)計(jì)劃第三是組織實(shí)施各類培訓(xùn)最后是培訓(xùn)的考核反饋。 從理論上來(lái)說(shuō),教育培訓(xùn)的核心內(nèi)容就是能力開(kāi)發(fā),為了建立合理并且科學(xué)的員工培訓(xùn)體系,進(jìn)行崗位培訓(xùn)的同時(shí)注重學(xué)歷教育是必要的手段。學(xué)歷教育是提高股份商業(yè)銀行員工文化素質(zhì)的最佳途徑,進(jìn)行崗位培訓(xùn)的目的則是服從和服務(wù)于工作目標(biāo),使工作產(chǎn)生很直接的效益,更具有戰(zhàn)略性意義的是注重崗位培訓(xùn)。側(cè)重傳統(tǒng)業(yè)務(wù)與新知識(shí),新技術(shù),新業(yè)務(wù)相結(jié)合,以至于在競(jìng)爭(zhēng)如此激烈的金融行業(yè)爭(zhēng)得一席之地,創(chuàng)造我們自己的金融產(chǎn)品、金融工具,涉及屬于我們自己品牌的銀行金融業(yè)務(wù),如果不想辦法求新求變,最終的結(jié)果只能是在激烈的競(jìng)爭(zhēng)中遭到市場(chǎng)的淘汰。 本文共由四部分構(gòu)成：第一部分講培訓(xùn)研究的背景、目的和意義,以及研究目標(biāo)的思路和方法；第二部分包商銀行客戶經(jīng)理培訓(xùn)問(wèn)題案例描述,直觀看到包商銀行人力資源分配現(xiàn)狀即現(xiàn)在面臨的培訓(xùn)問(wèn)題；第三部分對(duì)包商銀行客戶經(jīng)理培訓(xùn)現(xiàn)狀分析,包括培訓(xùn)相關(guān)理論綜述以及對(duì)培訓(xùn)問(wèn)題的剖析；第四部分,對(duì)全篇進(jìn)行結(jié)論,并給出相應(yīng)的建議,得到啟示。
[Abstract]:With the economic globalization and the arrival of the information age, enterprises are facing more and more fierce domestic and foreign market competition. In the final analysis, the utilization of material and financial resources is realized through the combination of human resources. The degree of realization is influenced by the quantity of human capital, the degree of utilization and the advantages and disadvantages of human resource management. More and more people realize that human resource is the first resource, and it is the core competitiveness of enterprises to obtain competitive advantage. Human resources training and development is a systematic and continuous effort to improve the level of competence and organizational performance of staff through training and development projects, and training enables trainees to acquire the knowledge and competencies required for their current work. Development focuses on long-term goals to acquire the knowledge and competencies needed for current and future work to enable employees to keep abreast of organizational developments and changes. Training and development procedures include, first, an analysis of the various types of positions in the organization. The second is to draw up an annual training plan. The third is to organize and carry out all kinds of training. Finally, it is the feedback of the training. In theory, the core content of education and training is the development of ability. In order to establish a reasonable and scientific staff training system, it is necessary to pay attention to the education of education at the same time of on-the-job training. Education of academic background is the best way to improve the cultural quality of employees in stock commercial banks. The purpose of post training is to obey and serve the goal of work, to make the work produce very direct benefits, and to pay more attention to job training. Focus on the combination of traditional business and new knowledge, new technology, and new business, so that we can win a place in such a competitive financial industry to create our own financial products, financial instruments, When it comes to banking and finance under our own brand, if we don't find a way to change, the final result can only be eliminated by the market in the fierce competition. This paper consists of four parts: the first part is about the background, purpose and significance of the training research, as well as the ideas and methods of the research objectives; The second part of the contract bank customer manager training case description, see the contractor bank human resources allocation status quo is now facing the training problems; The third part analyzes the current situation of customer manager training of contractor bank, including the summary of training theory and the analysis of training problems; the fourth part, the conclusion of the whole article, and gives the corresponding suggestions, and get some enlightenments.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.9;F832.33

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本文編號(hào)：2435183