【摘要】：隨著信息革命和知識經(jīng)濟的到來,銀行業(yè)間的競爭越來越演變?yōu)槿瞬砰g的競爭,誰能吸引優(yōu)秀的人才,誰善于使用和留住優(yōu)秀的人才,誰就能在未來的競爭中贏得優(yōu)勢,搶得先機。近年來,東營市某國有商業(yè)銀行不斷強化人力資源管理,注重人才的培養(yǎng)和使用,完善績效考核和薪酬管理,加強企業(yè)文化建設(shè),取得了積極成效。同時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,未形成一套系統(tǒng)化的現(xiàn)代人力資源管理體系,實踐中仍側(cè)重于一些非核心的、過于細化的人事管理工作,尤其隨著外部市場競爭加劇,人才流失問題嚴重影響了發(fā)展。文章通過界定人才概念,對東營市某國有商業(yè)銀行的發(fā)展歷程,人力資源現(xiàn)狀進行簡要介紹,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。認為東營市某國有商業(yè)銀行存在著崗位管理粗放、績效管理體系不完善、薪酬與崗位、績效脫節(jié)、員工培訓方式單一,培訓效果不明顯等問題,加上外部競爭越加激烈,共同作用導致人才大量流失;通過對以上現(xiàn)狀的分析,本文就東營市某國有商業(yè)銀行人才流失對策進行研究,根據(jù)其人力資源管理存在的問題結(jié)合國內(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,完善人才績效考核制度激勵人才并開展多元化的培訓以及加強人才的流動等挽留人才;在此基礎(chǔ)上,東營市某國有商業(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一步完善人才流失解決的方法;文章的最后結(jié)論對文章的整體進行了總結(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.
【學位授予單位】：中國石油大學(華東)
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F832.33

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