本文選題：商業(yè)銀行 + 人力資源管理　； 參考：《湖南農(nóng)業(yè)大學(xué)》2014年碩士論文

【摘要】：隨著中國(guó)經(jīng)濟(jì)和社會(huì)的不斷發(fā)展,國(guó)內(nèi)的商業(yè)銀行與我國(guó)其他產(chǎn)業(yè)一樣受到與時(shí)俱進(jìn)、時(shí)刻更新的市場(chǎng)越來(lái)越多而且越來(lái)越高的挑戰(zhàn)與要求,國(guó)內(nèi)各家商業(yè)銀行在銀行治理結(jié)構(gòu)、產(chǎn)品創(chuàng)新能力以及全球化的資金管理平臺(tái)等方面全面展開(kāi)了競(jìng)爭(zhēng)。企業(yè)的戰(zhàn)略、企業(yè)所面對(duì)的實(shí)際以及企業(yè)的核心價(jià)值一起構(gòu)成了企業(yè)的環(huán)境薪酬激勵(lì)體系,這個(gè)體系通過(guò)全面合理得分析當(dāng)前企業(yè)薪酬機(jī)制所遇到的問(wèn)題從而全面科學(xué)的評(píng)價(jià)影響企業(yè)職員薪酬的不同因素,及時(shí)根據(jù)業(yè)務(wù)經(jīng)營(yíng)的實(shí)際情況進(jìn)行匹配和微調(diào),遵循效率優(yōu)先、兼顧公平的原則,充分發(fā)揮薪酬激勵(lì)的管理指揮功能,為實(shí)現(xiàn)企業(yè)經(jīng)營(yíng)的目標(biāo)和成果,發(fā)揮應(yīng)有的約束效果。本文以某國(guó)有商業(yè)銀行B分行為例,對(duì)其薪酬管理體系進(jìn)行解讀,并以找到的問(wèn)題作為目標(biāo),并探求其原因。在理論分析基礎(chǔ)上,根據(jù)其存在的問(wèn)題及原因分析為該行重新搭建薪酬管理體系提供有效對(duì)策。主要研究?jī)?nèi)容包括：(一)從國(guó)內(nèi)和國(guó)外兩個(gè)角度概括了對(duì)國(guó)有商業(yè)銀行薪酬管理的主要研究情況,然后簡(jiǎn)單介紹了薪酬激勵(lì)的相關(guān)理論知識(shí),包括薪酬的結(jié)構(gòu)、作用、薪酬管理的歷史發(fā)展和主要的激勵(lì)理論。(二)詳細(xì)闡述了某國(guó)有商業(yè)銀行B分行現(xiàn)有的人力資源管理的基本情況和薪酬激勵(lì)政策的實(shí)施現(xiàn)狀,并通過(guò)問(wèn)卷調(diào)查的方式調(diào)研了B分行內(nèi)主要員工對(duì)現(xiàn)有薪酬體系的滿意情況。(三)根據(jù)B分行的現(xiàn)狀充分分析其薪酬管理體系存在的問(wèn)題,并通過(guò)調(diào)研的方式總結(jié)出存在這些問(wèn)題的原因。(四)從存在的問(wèn)題入手,并結(jié)合已有的薪酬理論知識(shí),提出對(duì)B分行薪酬激勵(lì)體系的優(yōu)化方案以及實(shí)施過(guò)程中的一些保障性措施,努力建立一套基于戰(zhàn)略導(dǎo)向的具有激勵(lì)作用的多元化薪酬體系。從本文中可以看到,合理的薪酬激勵(lì)體系對(duì)于企業(yè)管理的作用無(wú)可替代,銀行的價(jià)值和銀行職員本身的價(jià)值緊密聯(lián)系在一起。所以,銀行必須使職員價(jià)值最大化才能夠?qū)崿F(xiàn)自身價(jià)值的最大化,如果職員本身的價(jià)值難以實(shí)現(xiàn),那么本行的職員工作起來(lái)將會(huì)缺乏積極性,最后銀行的價(jià)值也很難做到最大化。同時(shí),科學(xué)合理的薪酬體系將能夠更好地激發(fā)職員的創(chuàng)造力,營(yíng)造良好的工作氛圍和文化,提高對(duì)銀行核心人才的吸引力,以進(jìn)一步豐富企業(yè)的人才培養(yǎng)體系。因此,我國(guó)的國(guó)有商業(yè)銀行是否能夠獲得長(zhǎng)足的持續(xù)的發(fā)展,很大一部分在于如何建立一個(gè)科學(xué)、合理和有效的薪酬激勵(lì)機(jī)制,并形成一個(gè)更加科學(xué)、更加系統(tǒng)化、更加符合各個(gè)銀行自身發(fā)展的人力資源管理體系。
[Abstract]:With the continuous development of Chinese economy and society, the domestic commercial banks, like other industries in our country, are facing more and more challenges and requirements from time to time. Domestic commercial banks have launched competition in the aspects of bank governance structure, product innovation ability and global fund management platform. The strategy of the enterprise, the reality that the enterprise faces and the core value of the enterprise constitute the environment salary incentive system of the enterprise together. By comprehensively and reasonably analyzing the problems encountered by the current enterprise compensation mechanism, this system comprehensively and scientifically evaluates the different factors that affect the compensation of the employees of the enterprise, and makes timely matching and fine-tuning according to the actual situation of the business operation. Following the principle of giving priority to efficiency and giving consideration to fairness, the management and command function of salary incentive should be brought into full play, so as to realize the goal and achievement of enterprise management and bring into play the due restraint effect. Taking B branch of a state-owned commercial bank as an example, this paper interprets the salary management system of a state-owned commercial bank, takes the problems found as the target and explores the reasons. On the basis of theoretical analysis, it provides effective countermeasures for the bank to rebuild its salary management system according to its existing problems and reasons. The main research contents include: (1) summarize the main research situation of compensation management in state-owned commercial banks from domestic and foreign perspectives, and then briefly introduce the relevant theoretical knowledge of compensation incentive, including the structure and function of compensation. The historical development and main incentive theory of salary management. (2) expounding in detail the basic situation of human resource management and the actualization of salary incentive policy in B branch of a state-owned commercial bank. Through the way of questionnaire survey, the paper investigates the satisfaction of the main employees in B Branch with the existing compensation system. (3) according to the present situation of B Branch, the problems in its salary management system are fully analyzed, and the reasons for these problems are summed up through investigation. (4) starting with the existing problems and combining with the existing knowledge of compensation theory, the paper puts forward the optimization scheme of B branch compensation incentive system and some safeguard measures in the process of implementation. Strive to establish a set of strategic-oriented diversification of incentive compensation system. It can be seen from this paper that the role of reasonable salary incentive system in enterprise management is irreplaceable, and the value of the bank is closely related to the value of the bank staff itself. Therefore, banks must maximize the value of their staff in order to maximize their own value. If the value of their own staff is difficult to realize, then the staff of the bank will lack enthusiasm for their work. In the end, it is hard to maximize the value of banks. At the same time, the scientific and reasonable salary system can stimulate the creativity of the staff, create a good working atmosphere and culture, improve the attraction to the core talents of the bank, and further enrich the talent training system of the enterprise. Therefore, whether the state-owned commercial banks of our country can obtain the substantial sustainable development, a great part lies in how to establish a scientific, reasonable and effective salary incentive mechanism, and form a more scientific, more systematic, more scientific, more systematic. More in line with each bank's own development of human resources management system.
【學(xué)位授予單位】：湖南農(nóng)業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F272.92;F832.33

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本文編號(hào)：1945431