本文選題：華商銀行人事管理 + 人才招聘�。� 參考：《南京大學(xué)》2012年碩士論文

【摘要】：自1897年中國(guó)通商銀行成立,華商銀行在近代中國(guó)取得了飛速發(fā)展。在激烈的市場(chǎng)競(jìng)爭(zhēng)中,如何選用人才、培養(yǎng)人才、考核人才、激勵(lì)人才是每個(gè)華商銀行在發(fā)展過程中都必須解決的首要問題。影響華商銀行發(fā)展的歷史因素很多,很多領(lǐng)域值得深入研究,但毫無疑問,華商銀行人事管理這一內(nèi)在因素的研究有著極其重要的歷史和現(xiàn)實(shí)意義。其不僅關(guān)系到華商銀行人事管理制度的歷史再現(xiàn),還關(guān)系到早期中國(guó)人力資源管理理論發(fā)展歷程的探索,更關(guān)系到當(dāng)代中國(guó)人力資源管理理論的改革與創(chuàng)新。 本文分五章對(duì)華商銀行人事管理制度的發(fā)展過程進(jìn)行論述。主要從產(chǎn)生的背景、行員招聘、行員培訓(xùn)、績(jī)效考評(píng)管理及薪酬福利五個(gè)方面著手,展示近代華商銀行人事管理的整體框架和形成過程。 第一章,主要概述華商銀行人事管理狀況,并在此基礎(chǔ)上對(duì)人事管理理論產(chǎn)生的社會(huì)背景進(jìn)行研究,分析華商銀行人事管理制度產(chǎn)生的實(shí)踐基礎(chǔ)、傳統(tǒng)思想以及近代化動(dòng)力。 第二章,主要討論華商銀行人才選拔的方式與途徑。從招聘政策、招聘流程、招考方式、考試內(nèi)容等進(jìn)行詳細(xì)說明,并簡(jiǎn)要分析與對(duì)比其選拔人才的方式。從而進(jìn)一步分析華商銀行是如何在發(fā)展中奠定人才基礎(chǔ),并在與傳統(tǒng)金融機(jī)構(gòu)、外資銀行的競(jìng)爭(zhēng)中提升市場(chǎng)競(jìng)爭(zhēng)力。 第三章,主要探究華商銀行的行員培訓(xùn)方式。指出華商銀行行員培訓(xùn)不僅繼承了傳統(tǒng)金融機(jī)構(gòu)的培訓(xùn)方法,也融入了西方先進(jìn)的培訓(xùn)理念。并對(duì)華商銀行的培訓(xùn)政策、培訓(xùn)方式、培訓(xùn)內(nèi)容、培訓(xùn)機(jī)構(gòu)等方面進(jìn)行挖掘,深入分析培訓(xùn)體系產(chǎn)生的原因。并以此指出華商銀行的培訓(xùn)特點(diǎn),分析其對(duì)該行提升市場(chǎng)競(jìng)爭(zhēng)力所產(chǎn)生的作用與影響。 第四章,主要著眼于華商銀行日常管理與績(jī)效考評(píng)制度。簡(jiǎn)述行員的請(qǐng)假制度、簽到制度,重點(diǎn)論述近代華商銀行的績(jī)效考評(píng)機(jī)制。分析華商銀行對(duì)行員的考評(píng)方式、考評(píng)程序、考評(píng)周期、考評(píng)指標(biāo)、考評(píng)結(jié)果應(yīng)用等方面,分析其產(chǎn)生的原因及對(duì)華商銀行發(fā)展的影響。 第五章,主要論述近代華商銀行薪金福利體系的構(gòu)成,并進(jìn)一步分析華商銀行獨(dú)特的薪金福利制度對(duì)促進(jìn)華商銀行的發(fā)展,以及調(diào)節(jié)銀行與行員二者之間關(guān)系的作用與影響。 華商銀行產(chǎn)生于近代中國(guó)極其特殊的歷史環(huán)境,其出現(xiàn)的動(dòng)力不僅是近代中國(guó)社會(huì)經(jīng)濟(jì)內(nèi)在發(fā)展的需要,更多的是外國(guó)資本的入侵以及外資銀行巨額利潤(rùn)的刺激。因此,其人事管理制度的形成也具有獨(dú)特的時(shí)代色彩。華商銀行在繼承和保留傳統(tǒng)人事管理理念的基礎(chǔ)上,大力吸收近代西方商業(yè)銀行人事管理理論的新式觀念,盡管由于歷史條件的局限,存在著種種不足,但其為當(dāng)代中國(guó)人力資源管理理論本土化研究提供了實(shí)證,也為當(dāng)代中國(guó)人力資源管理論的創(chuàng)新與發(fā)展提供了借鑒。
[Abstract]:Since the establishment of the Bank of China in 1897, the Bank of China has made rapid progress in modern China. In the fierce market competition, how to select, train, examine and motivate talents is the most important problem that every Chinese bank must solve in the process of development. There are many historical factors that influence the development of CCB, and many fields are worthy of further study, but there is no doubt that the study on the internal factor of personnel management of CCB has extremely important historical and practical significance. It is not only related to the historical reproduction of the personnel management system of China Commercial Bank, but also related to the exploration of the development course of the early Chinese human resource management theory, and the reform and innovation of the contemporary Chinese human resources management theory. This article is divided into five chapters to discuss the development process of personnel management system of China Commercial Bank. From the following five aspects: background, recruitment, training, performance evaluation and compensation and welfare, the paper presents the overall framework and forming process of personnel management in modern Chinese commercial banks. The first chapter mainly summarizes the situation of personnel management in China Commercial Bank, and then studies the social background of personnel management theory, and analyzes the practical basis, traditional thought and modern motive force of personnel management system of China Commercial Bank. The second chapter mainly discusses the ways and means of talent selection in China Commercial Bank. From the recruitment policy, recruitment process, recruitment methods, examination content, and brief analysis and comparison of their ways of talent selection. This paper further analyzes how the CCB lays the talent foundation in the development, and promotes the market competitiveness in the competition with the traditional financial institutions and foreign banks. The third chapter, mainly explores the training method of the bank. It is pointed out that the training not only inherits the training methods of traditional financial institutions, but also integrates the advanced western training concepts. The training policy, training methods, training contents and training institutions are explored, and the causes of the training system are analyzed in depth. It also points out the training characteristics of CCB and analyzes its effect and influence on the bank's market competitiveness. Chapter four focuses on the routine management and performance appraisal system of Chinese commercial banks. This paper briefly describes the absence system and check-in system, and focuses on the performance appraisal mechanism of the modern Chinese commercial bank. This paper analyzes the way, procedure, cycle, index and application of the bank's appraisal to the bank, and analyzes its causes and its influence on the development of the bank. The fifth chapter mainly discusses the composition of the salary and welfare system of the Chinese Commercial Bank in modern times, and further analyzes the role and influence of the unique salary and welfare system of the Bank on promoting the development of the Bank of China and regulating the relationship between the bank and its staff. The Chinese Commercial Bank originated from the extremely special historical environment of modern China. The motive force of its emergence is not only the need of the internal development of the modern Chinese society and economy, but also the invasion of foreign capital and the stimulation of the huge profits of foreign banks. Therefore, the formation of its personnel management system also has a unique color of the times. On the basis of inheriting and retaining the traditional concept of personnel management, China Commercial Bank has vigorously absorbed the new ideas of modern western commercial bank personnel management theory, although due to the limitations of historical conditions, there are various shortcomings. However, it provides empirical evidence for the localization of human resource management theory in contemporary China, and also provides a reference for the innovation and development of human resource management theory in contemporary China.
【學(xué)位授予單位】：南京大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F832.9;K25

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 杜恂誠(chéng);北洋政府時(shí)期華資銀行業(yè)的興起[J];銀行家;2003年01期

2 李培德,楊紅,張舒文;論中國(guó)金融企業(yè)家精神——以陳光甫為例[J];檔案與史學(xué);2000年02期

3 姜偉;上海銀行與陳光甫的經(jīng)營(yíng)管理藝術(shù)[J];江南論壇;1994年S1期

4 戴建兵,曹艷榮;論金城銀行的用人及行員管理特色[J];金融教學(xué)與研究;2002年01期

5 劉永祥;近代民營(yíng)銀行的經(jīng)營(yíng)理念與管理制度[J];遼寧大學(xué)學(xué)報(bào)(哲學(xué)社會(huì)科學(xué)版);2003年04期

6 李凌;山西票號(hào)經(jīng)營(yíng)中的激勵(lì)和約束機(jī)制探微[J];上海財(cái)經(jīng)大學(xué)學(xué)報(bào);2005年01期

7 張桂萍;山西票號(hào)的身股制度與人才管理[J];首都師范大學(xué)學(xué)報(bào)(社會(huì)科學(xué)版);2005年02期

8 吳景平;從銀行立法看30年代國(guó)民政府與滬銀行業(yè)關(guān)系[J];史學(xué)月刊;2001年02期

9 徐鼎新;;舊中國(guó)上海銀行的經(jīng)營(yíng)管理[J];學(xué)術(shù)月刊;1981年09期

10 杜恂誠(chéng);20世紀(jì)30年代的華資銀行與中國(guó)實(shí)業(yè)[J];中國(guó)金融;2003年03期

，

本文編號(hào)：2010029