本文選題：包商銀行 + 信貸人員　； 參考：《內(nèi)蒙古大學(xué)》2013年碩士論文

【摘要】：隨著我國進入世貿(mào)組織以來,我國銀行業(yè)全面開放,尤其是進入二十一世紀(jì),已有三萬多家各類銀行金融機構(gòu)在我國金融體系中運行,其中有包括國有四大銀行、中小股份制銀行、城市商業(yè)銀行、農(nóng)村信用社、外資銀行及郵政儲蓄銀行等新型金融機構(gòu),而在傳統(tǒng)業(yè)務(wù)市場競爭激烈、利率市場化加速推進的大背景下,各家機構(gòu)在自身的領(lǐng)域競爭異常激烈,轉(zhuǎn)型之需也迫切之極。小微企業(yè)作為市場交易活躍、富有極強的生命力和市場感應(yīng)能力的群體,是一方亟待開發(fā)的廣闊沃土,各家銀行相繼開始涉足小微金融領(lǐng)域。而以勞動密集與技術(shù)密集為特征的小微信貸人員隊伍又具有較為特殊的性質(zhì),管理好這樣一支數(shù)量眾多、具有較高素質(zhì)的知識型隊伍將是小微貸款業(yè)務(wù)能否可持續(xù)發(fā)展的根本保障。包商銀行摒棄傳統(tǒng)的信貸理念,于2005年12月開始引進國際先進的德國IPC微小貸款技術(shù),是我國最早開展微型金融業(yè)務(wù)的股份制商業(yè)銀行之一。經(jīng)過七年的發(fā)展和積累,包商銀行已經(jīng)建立了真正適應(yīng)我國微小企業(yè)群體融資特點的微小企業(yè)貸款機制,并已經(jīng)形成一套獨特、高效、體系化的核心技術(shù),在微小企業(yè)金融領(lǐng)域形成自己的核心競爭力。截止2012年末,包商銀行已經(jīng)選拔、培養(yǎng)了一支包括管理團隊、培訓(xùn)師和專業(yè)經(jīng)營團隊在內(nèi)的1400人的微小信貸人員專業(yè)隊伍,如何管理和激勵這只龐大的隊伍尤其是專職信貸人員隊伍也日漸成為擺在管理人員面前的重要議題。 本文以包商銀行微小企業(yè)信貸人員中的信貸員(以下簡稱微貸信貸員)為研究對象,通過對激勵理論的分析研究并參考他人對激勵的研判,首先分析并列舉出影響微貸信貸員的激勵因素,其次以實地調(diào)研調(diào)查的形式對列舉出的激勵的影響因素進行篩選并做重要性排序,再借鑒國內(nèi)外其他銀行的員工激勵體系,重新構(gòu)架并搭建了微貸信貸員激勵體系,并形成方案。微貸信貸員激勵體系主要由三個子體系構(gòu)成：分別是薪酬激勵體系、個人成長激勵體系和工作環(huán)境激勵體系。本文還設(shè)計了實施激勵體系的具體步驟,并做出了激勵體系實施的效果分析和保證策略。
[Abstract]:With China's entry into the WTO, China's banking industry has been fully opened, especially in the 21 century, with more than 30,000 banking institutions operating in China's financial system, including the four major state-owned banks. Small and medium-sized joint-stock banks, urban commercial banks, rural credit cooperatives, foreign banks, postal savings banks and other new financial institutions, but in the traditional business market competition, interest rate marketization accelerated to promote the background, Institutions in their own areas of fierce competition, the need for transformation is also urgent. As a group with active market transaction, full of strong vitality and market sensitivity, small and micro enterprises are the fertile land for one side to be developed urgently, and each bank has begun to step into the field of small and micro finance one after another. And the small and micro credit staff, characterized by labor and technology intensive, has a more special nature, and manages such a large number of people. The knowledge-based team with higher quality will be the fundamental guarantee for the sustainable development of micro-loan business. The contractor bank abandoned the traditional credit concept and began to introduce the international advanced German IPC micro-loan technology in December 2005. It is one of the earliest joint-stock commercial banks to carry out micro-finance business in China. After seven years of development and accumulation, the contractor bank has set up a lending mechanism for micro-enterprises that really adapts to the characteristics of financing for small and medium-sized enterprises in our country, and has formed a unique, efficient and systematized core technology. In the small and medium enterprise finance domain forms own core competitive power. By the end of 2012, the contractor's bank had selected and trained a team of 1400 micro-credit professionals, including management teams, trainers and professional management teams. How to manage and motivate this huge team, especially the full-time credit personnel, has become an important issue in front of managers. This paper takes the credit officer (hereinafter referred to as the micro-loan credit officer) as the research object, through the analysis of the incentive theory and the reference of others to the study of incentive, the paper takes the credit officer of the micro-enterprise credit personnel of the contractor bank as the research object. First of all, it analyzes and lists the incentive factors that affect the micro-loan credit officers. Secondly, it selects the listed incentive factors and makes an order of importance in the form of field investigation, and then draws lessons from the staff incentive system of other banks at home and abroad. Reframe and set up the incentive system of micro-loan credit officer, and form the scheme. The incentive system of micro-loan credit officer is mainly composed of three sub-systems: salary incentive system, individual growth incentive system and work environment incentive system. This paper also designs the concrete steps of implementing the incentive system, and makes the effect analysis and guarantee strategy of the implementation of the incentive system.
【學(xué)位授予單位】：內(nèi)蒙古大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F832.4;F272.92

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