本文選題：激勵 + 非營銷類��； 參考：《大連理工大學(xué)》2014年碩士論文

【摘要】：自我國加入世界貿(mào)易組織后,按照入世協(xié)議我國兌現(xiàn)了金融開放承諾,外資銀行進入我國金融市場的門檻降低。隨著外資銀行的進入,中資銀行不但受到業(yè)務(wù)沖擊,同時也出現(xiàn)了人才大量流失的現(xiàn)象。在“人才是第一資源”的今天,如何吸引人才、留住人才、激勵人才、積極有效的開發(fā)人才已成為中資銀行持續(xù)經(jīng)營、快速發(fā)展、增強市場競爭力的突出問題。 商業(yè)銀行員工的崗位總體劃分為營銷類和非營銷類,營銷類崗位主要是客戶經(jīng)理,非營銷類崗位一般包括前臺業(yè)務(wù)操作類員工和中后臺專業(yè)技術(shù)類員工。從表面上看,營銷類員工是銀行利潤的主要創(chuàng)造者,而非營銷類員工為銀行創(chuàng)造的價值往往被忽視,對這類員工的激勵問題也缺乏研究。事實上,非營銷類員工在商業(yè)銀行的經(jīng)營發(fā)展中起到了十分重要的作用,尤其是前臺非營銷類員工。由于此類員工每天直接面對客戶,在客戶服務(wù)和客戶關(guān)系的維護上發(fā)揮著積極的作用,隨著商業(yè)銀行全員營銷理念的加深,部分非營銷類員工參與營銷工作的時間甚至超過了其自身崗位業(yè)務(wù)操作時間,為商業(yè)銀行創(chuàng)造的潛在價值和實際價值也逐漸凸顯。但是,由于薪酬分配不平等、晉升制度不完善、工作靈活性差異大等因素導(dǎo)致了非營銷類崗位員工工作積極性不高、人才流失現(xiàn)象嚴重。 本文以中國銀行K銀行前臺非營銷類員工的激勵問題為視角,運用西方激勵理論,對該銀行前臺非營銷類員工的激勵問題設(shè)計系統(tǒng)性優(yōu)化方案,使此類員工的價值得到最大程度的發(fā)揮,創(chuàng)造更多的經(jīng)營業(yè)績。
[Abstract]:Since China joined the World Trade Organization (WTO), China has fulfilled the promise of financial opening in accordance with the WTO accession agreement, and the threshold for foreign banks to enter our financial market has been lowered. With the entry of foreign banks, Chinese banks not only suffer business impact, but also a large number of brain drain phenomenon. In today's "talent is the first resource", how to attract talents, retain talents, motivate talents and develop talents actively and effectively has become a prominent problem for Chinese banks to continue to operate, develop rapidly and enhance market competitiveness. The positions of commercial bank employees are generally divided into marketing and non-marketing, marketing positions are mainly account managers, non-marketing positions generally include front-end business operations staff and mid-background professional and technical staff. On the surface, marketing employees are the main creators of bank profits, but the value created for banks by non-marketing employees is often ignored. In fact, non-marketing employees play a very important role in the development of commercial banks, especially the front-stage non-marketing staff. As these employees directly face customers every day, they play a positive role in customer service and customer relationship maintenance, with the deepening of the commercial bank marketing concept, Some non-marketing employees participate in marketing work for more time than their own job operation time, the potential value and practical value for commercial banks are also gradually highlighted. However, due to the unequal salary distribution, the imperfect promotion system, the great difference in the flexibility of work and other factors, the non-marketing post staff work enthusiasm is not high, the phenomenon of brain drain is serious. From the perspective of the incentive problem of non-marketing employees in Bank of China K Bank, this paper designs a systematic optimization scheme for the incentive problem of non-marketing employees in the Bank of China by using the western incentive theory. To maximize the value of such employees, create more business performance.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F272.92;F832.33

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