【摘要】：營(yíng)業(yè)網(wǎng)點(diǎn)是商業(yè)銀行的最基層機(jī)構(gòu),是商業(yè)銀行客戶服務(wù)、產(chǎn)品銷售的終端。擁有分布廣泛、功能齊全、人員充足的營(yíng)業(yè)網(wǎng)點(diǎn)是商業(yè)銀行獲取競(jìng)爭(zhēng)優(yōu)勢(shì)的重要手段。激勵(lì)機(jī)制的構(gòu)建是商業(yè)銀行營(yíng)業(yè)網(wǎng)點(diǎn)經(jīng)營(yíng)管理的核心環(huán)節(jié)�？茖W(xué)高效合理的激勵(lì)機(jī)制將促使各級(jí)員工充分發(fā)揮主觀能動(dòng)性,提升營(yíng)業(yè)網(wǎng)點(diǎn)經(jīng)營(yíng)業(yè)績(jī)和網(wǎng)點(diǎn)競(jìng)爭(zhēng)力。基于此,本文展開(kāi)了對(duì)商業(yè)銀行營(yíng)業(yè)網(wǎng)點(diǎn)激勵(lì)機(jī)制的研究。 W銀行通過(guò)人力資源改革基本建立了現(xiàn)代人力資源管理體系,但相關(guān)機(jī)制在實(shí)際實(shí)施過(guò)程中還是存在一些問(wèn)題和困難。本文以w銀行L省分行轄內(nèi)各網(wǎng)點(diǎn)的經(jīng)營(yíng)管理狀況為基礎(chǔ),通過(guò)借鑒先進(jìn)管理理念和行業(yè)經(jīng)驗(yàn),探索建立更加科學(xué)合理有效的激勵(lì)模式。w銀行L省分行作為國(guó)有銀行的一級(jí)分行,其對(duì)網(wǎng)點(diǎn)激勵(lì)機(jī)制的建設(shè)具有一定的代表性,尤其是作為一家國(guó)有企業(yè)向股份制上市公司轉(zhuǎn)變,其相關(guān)經(jīng)驗(yàn)對(duì)于其他國(guó)有企業(yè)更具借鑒意義。 本論文運(yùn)用比較分析法及理論與實(shí)踐相結(jié)合的方法,從激勵(lì)機(jī)制建設(shè)角度出發(fā),結(jié)合L省分行實(shí)際情況,分析營(yíng)業(yè)網(wǎng)點(diǎn)績(jī)效管理、薪酬管理、職位管理等機(jī)制當(dāng)中存在的影響營(yíng)業(yè)網(wǎng)點(diǎn)效能發(fā)揮的問(wèn)題,同時(shí)借鑒先進(jìn)管理理論和銀行業(yè)實(shí)踐經(jīng)驗(yàn),提出改進(jìn)和完善激勵(lì)機(jī)制的建議。改進(jìn)建議主要以網(wǎng)點(diǎn)分層、分類管理機(jī)制為基礎(chǔ),通過(guò)建立數(shù)量模型將營(yíng)業(yè)網(wǎng)點(diǎn)分成不同的層級(jí)和類別,并在此基礎(chǔ)上實(shí)施不同的薪酬激勵(lì)、職位配置和績(jī)效考核機(jī)制,實(shí)現(xiàn)差異化管理,提高管理的精細(xì)度,促進(jìn)營(yíng)業(yè)網(wǎng)點(diǎn)效能的提升。 最后,對(duì)全文進(jìn)行了總結(jié),提出激勵(lì)機(jī)制的制定要與戰(zhàn)略相結(jié)合,考慮內(nèi)外部整體環(huán)境,系統(tǒng)、全面地開(kāi)展,并強(qiáng)調(diào)改革是始終不變的主題。
[Abstract]:Business outlets are the most basic institutions of commercial banks, commercial banks customer service, product sales terminal. It is an important means for commercial banks to gain competitive advantage with wide distribution, complete functions and sufficient personnel. The construction of incentive mechanism is the core link of the operation and management of commercial banks' business outlets. Scientific, efficient and reasonable incentive mechanism will promote all levels of employees to give full play to the subjective initiative, improve the business performance and network competitiveness. Based on this, this paper studies the incentive mechanism of commercial bank outlets. W Bank has basically established the modern human resource management system through the reform of human resources, but there are still some problems and difficulties in the practical implementation of the related mechanisms. Based on the operation and management of the branches in the L province of w bank, this paper draws lessons from the advanced management concept and industry experience. As the first-class branch of the state-owned bank, the L province branch of the bank has a certain representativeness to the construction of the incentive mechanism of the branch. Especially as a state-owned enterprise to a joint-stock listed company, its relevant experience is more useful for other state-owned enterprises. This paper uses the method of comparative analysis and the combination of theory and practice, from the angle of incentive mechanism construction, combined with the actual situation of L province branch, analyzes the performance management and salary management of business outlets. At the same time, the paper puts forward some suggestions to improve and perfect the incentive mechanism with reference to advanced management theory and practical experience of banking industry, which affects the efficiency of business outlets in job management and other mechanisms. The improvement suggestions are mainly based on the hierarchical and classified management mechanism, and divide the business outlets into different levels and categories through the establishment of quantitative models, and implement different salary incentives, job allocation and performance appraisal mechanisms on the basis of this. Achieve differentiation management, improve the precision of management, promote the efficiency of business outlets. Finally, the paper summarizes the whole paper, and puts forward that the formulation of incentive mechanism should be combined with strategy, consider the whole environment of internal and external, carry out systematically and comprehensively, and emphasize that reform is the same theme all the time.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.33

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