【摘要】：金融銀行產(chǎn)業(yè)屬于知識(shí)密集型的服務(wù)行業(yè)，同業(yè)產(chǎn)品、服務(wù)的無(wú)差異性以及人力資本的非專(zhuān)用性決定了銀行業(yè)的競(jìng)爭(zhēng)最終歸結(jié)于人力資本的競(jìng)爭(zhēng)。當(dāng)前，無(wú)論是整個(gè)社會(huì)的發(fā)展，還是銀行業(yè)自身的改革和發(fā)展，都對(duì)銀行人力資源管理工作提出了更高、更新的要求。隨著改革的不斷深入與自身不斷的發(fā)展，農(nóng)業(yè)銀行各項(xiàng)業(yè)務(wù)逐步完善，現(xiàn)代企業(yè)制度的優(yōu)勢(shì)逐漸發(fā)揮出來(lái)，但是其內(nèi)部的人力資源及其管理的制度調(diào)適的步伐凸顯滯后，理論及實(shí)踐上的差異更是亟待解決�？梢哉f(shuō)農(nóng)業(yè)銀行若能吸引優(yōu)秀的人力資源，能合理配置和保留人力資源，就能在未來(lái)的更加激烈的競(jìng)爭(zhēng)中搶得先機(jī)，贏得優(yōu)勢(shì)。因此，本文提出農(nóng)業(yè)銀行應(yīng)更加重視人力資源的開(kāi)發(fā)與管理。 本文以農(nóng)業(yè)銀行吉林省分行人力資源管理優(yōu)化為例，通過(guò)理論聯(lián)系實(shí)際，在前人研究的基礎(chǔ)上加以概括和總結(jié)，更多的結(jié)合工作實(shí)際，力爭(zhēng)提高人力資源管理項(xiàng)目的可操作性，注重激勵(lì)、培訓(xùn)、和員工思想狀態(tài)在人力資源管理中的關(guān)鍵作用，，從細(xì)節(jié)上下功夫，克服理論上的空洞，實(shí)踐中的差異：以達(dá)到求真務(wù)實(shí)的目的。本文分為四個(gè)部分，第一部分為本文的研究背景及思路；第二部分是對(duì)人力資源相關(guān)理論的闡述；第三部分是具體分析農(nóng)業(yè)銀行吉林省分行的人力資源現(xiàn)狀及問(wèn)題和原因；第四部分提出了農(nóng)業(yè)銀行吉林分行人力資源管理優(yōu)化方案，著重從理論、制度、體系及觀念等上加以分析，第五部分對(duì)人力資源管理實(shí)施的對(duì)策提出建議，希望在農(nóng)業(yè)銀行吉林省分行人力資源優(yōu)化理念上有所突破和創(chuàng)新。
[Abstract]:The financial banking industry belongs to the knowledge-intensive service industry. The non-difference of products and services and the non-specificity of human capital determine that the competition of banking industry is ultimately attributed to the competition of human capital. At present, both the development of the whole society and the reform and development of the banking itself have put forward higher and newer requirements for the human resources management of the banks. With the deepening of the reform and the continuous development of its own, the Agricultural Bank of China has gradually improved its various operations, and the advantages of modern enterprise system have been gradually brought into play, but the pace of adjustment of its internal human resources and its management system has lagged behind. The differences in theory and practice are urgent to be solved. It can be said that if the Agricultural Bank of China can attract excellent human resources and reasonably allocate and retain human resources, it can seize the first chance and gain the advantage in the more fierce competition in the future. Therefore, the agricultural bank should pay more attention to the development and management of human resources. This paper takes the optimization of human resource management in Jilin Branch of Agricultural Bank as an example, through combining theory with practice, summarizing and summarizing it on the basis of predecessors' research, combining more practical work, and striving to improve the maneuverability of human resource management project. Pay attention to the key role of motivation, training, and the ideological state of employees in human resource management, from the details, overcome the theoretical void, the differences in practice: to achieve the purpose of pragmatism. This paper is divided into four parts, the first part is the research background and ideas; the second part is the elaboration of the theory of human resources; the third part is the specific analysis of the current situation, problems and reasons of Jilin Branch of Agricultural Bank of China. The fourth part puts forward the optimization scheme of human resource management in Jilin Branch of Agricultural Bank, focusing on the analysis of theory, system, system and concept, and the fifth part puts forward some suggestions on the implementation of human resource management. I hope to break through and innovate on the idea of optimization of human resources in Jilin Branch of Agricultural Bank.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F832.33

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