【摘要】：隨著信息革命和知識(shí)經(jīng)濟(jì)的到來,銀行業(yè)間的競(jìng)爭(zhēng)越來越演變?yōu)槿瞬砰g的競(jìng)爭(zhēng),誰能吸引優(yōu)秀的人才,誰善于使用和留住優(yōu)秀的人才,誰就能在未來的競(jìng)爭(zhēng)中贏得優(yōu)勢(shì),搶得先機(jī)。近年來,東營(yíng)市某國(guó)有商業(yè)銀行不斷強(qiáng)化人力資源管理,注重人才的培養(yǎng)和使用,完善績(jī)效考核和薪酬管理,加強(qiáng)企業(yè)文化建設(shè),取得了積極成效。同時(shí)也面臨著大量的問題,特別是股份制改革上市后,人力資源綜合改革未有效跟進(jìn),未形成一套系統(tǒng)化的現(xiàn)代人力資源管理體系,實(shí)踐中仍側(cè)重于一些非核心的、過于細(xì)化的人事管理工作,尤其隨著外部市場(chǎng)競(jìng)爭(zhēng)加劇,人才流失問題嚴(yán)重影響了發(fā)展。文章通過界定人才概念,對(duì)東營(yíng)市某國(guó)有商業(yè)銀行的發(fā)展歷程,人力資源現(xiàn)狀進(jìn)行簡(jiǎn)要介紹,找出人力資源管理存在問題,引出人才流失的現(xiàn)狀和影響,并分析人才流失原因。認(rèn)為東營(yíng)市某國(guó)有商業(yè)銀行存在著崗位管理粗放、績(jī)效管理體系不完善、薪酬與崗位、績(jī)效脫節(jié)、員工培訓(xùn)方式單一,培訓(xùn)效果不明顯等問題,加上外部競(jìng)爭(zhēng)越加激烈,共同作用導(dǎo)致人才大量流失;通過對(duì)以上現(xiàn)狀的分析,本文就東營(yíng)市某國(guó)有商業(yè)銀行人才流失對(duì)策進(jìn)行研究,根據(jù)其人力資源管理存在的問題結(jié)合國(guó)內(nèi)外人才管理理論,提出了通過制定人才戰(zhàn)略規(guī)劃,優(yōu)化崗位管理穩(wěn)定人才,完善人才績(jī)效考核制度激勵(lì)人才并開展多元化的培訓(xùn)以及加強(qiáng)人才的流動(dòng)等挽留人才;在此基礎(chǔ)上,東營(yíng)市某國(guó)有商業(yè)銀行應(yīng)開展人才流失的過程控制和保證,通過整套的人才挽留過程控制進(jìn)一步完善人才流失解決的方法;文章的最后結(jié)論對(duì)文章的整體進(jìn)行了總結(jié),并提出了展望。
[Abstract]:With the arrival of the information revolution and knowledge economy, the competition between the banking industry has become more and more talent competition. Who can attract the outstanding talents, who is good at using and retaining the excellent talents, who can win the advantage in the future competition. Take the preemptive opportunities In recent years, a state-owned commercial bank in Dongying City has continuously strengthened human resource management, paid attention to the cultivation and use of talents, improved performance appraisal and salary management, and strengthened the construction of enterprise culture, and achieved positive results. At the same time, it also faces a lot of problems, especially after the stock system reform, the comprehensive reform of human resources has not been followed up effectively, and a set of systematic modern human resources management system has not been formed. In practice, it still focuses on some non-core ones. Too detailed personnel management, especially with the intensification of external market competition, brain drain seriously affected the development. By defining the concept of talent, this paper briefly introduces the course of development and the present situation of human resources of a state-owned commercial bank in Dongying, finds out the existing problems in human resource management, leads to the present situation and influence of the brain drain, and analyzes the reasons for the brain drain. Some state-owned commercial banks in Dongying City have some problems, such as extensive post management, imperfect performance management system, disconnection between salary and post, performance, singleness of employee training mode, lack of obvious training effect, etc., and the external competition is becoming more and more fierce. The joint action causes the massive brain drain; Based on the analysis of the present situation, this paper studies the brain drain countermeasures of a state-owned commercial bank in Dongying City. According to the problems existing in its human resource management and the theory of talent management at home and abroad, this paper puts forward a talent strategic plan. Optimize post management to stabilize talents, perfect talent performance appraisal system to encourage talent and carry out diversified training and strengthen the flow of talent to retain talent; On this basis, a state-owned commercial bank in Dongying City should carry out the process control and guarantee of brain drain, and further improve the solution of brain drain through the whole set of process control of talent retention. The final conclusion of the article summarizes the whole article, and puts forward the outlook.
【學(xué)位授予單位】：中國(guó)石油大學(xué)(華東)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F832.33

【參考文獻(xiàn)】

相關(guān)期刊論文 前7條

1 余慶生;;基層央行青年人才流失問題研究[J];金融教育研究;2014年02期

2 張晶;朱錚;;企業(yè)員工流失關(guān)鍵因素識(shí)別研究[J];商業(yè)文化(上半月);2011年03期

3 卜津;;國(guó)有商業(yè)銀行人才流失動(dòng)因與對(duì)策分析[J];特區(qū)經(jīng)濟(jì);2007年12期

4 馬麗;馮一軍;;新形勢(shì)下國(guó)有企業(yè)人才流失原因探析[J];理論與改革;2007年05期

5 張大方;;淺析國(guó)有企業(yè)人才流失現(xiàn)象[J];商場(chǎng)現(xiàn)代化;2006年12期

6 劉暉;我國(guó)國(guó)有企業(yè)人才流失原因及對(duì)策[J];經(jīng)濟(jì)縱橫;2005年09期

7 王樹慧;工商銀行人才流失——危機(jī)與對(duì)策[J];金融管理與研究;1996年04期

相關(guān)碩士學(xué)位論文 前1條

1 楊亞菁;建設(shè)銀行W分行人才流失傾向及應(yīng)對(duì)策略研究[D];東南大學(xué);2006年

，

本文編號(hào)：2370463