隨著中國改革開放的逐步深化,中國銀行業(yè)的對外開放也成為了中國經(jīng)濟融入世界經(jīng)濟的客觀要求。但是,近年來國內(nèi)商業(yè)銀行頻繁出現(xiàn)的操作風(fēng)險案件提醒著我國的銀行業(yè)要開始重視全面風(fēng)險管理中的操作風(fēng)險管理。本論文將以某大型股份制銀行N銀行為研究對象,通過總結(jié)近年來N銀行發(fā)生的風(fēng)險案例,結(jié)合問卷調(diào)查、訪談、層次分析法和模糊綜合評價法,找出N銀行廣州分行在操作風(fēng)險管理方面的漏洞與不足,結(jié)合實際情況給予對應(yīng)的策略和建議。通過調(diào)查研究發(fā)現(xiàn),N銀行廣州分行目前存在的問題如下:(1)員工晉升渠道狹窄;(2)操作風(fēng)險培訓(xùn)不到位;(3)業(yè)績指標(biāo)制定不合理;(4)仍存在勞務(wù)派遣的用工形式;(5)內(nèi)部監(jiān)管流于形式;(6)員工的崗位權(quán)責(zé)分工不明確;(7)業(yè)務(wù)流程操作無明確規(guī)范;(8)未建立操作風(fēng)險管理長效機制;(9)操作系統(tǒng)繁多。本論文對此給出的建議是:(1)優(yōu)化員工晉升制度管理;(2)強化員工操作風(fēng)險培訓(xùn)制度;(3)制定合理考核方案;(4)全面實現(xiàn)合同制用工形式;(5)建立風(fēng)險防范的全程監(jiān)控體系;(6)建立崗位責(zé)任機制;(7)優(yōu)化業(yè)務(wù)流程管理;(8)建立人機共治的防控體系;(9)完善操作系統(tǒng)的整合與風(fēng)險預(yù)警監(jiān)控機制。

【文章頁數(shù)】：116 頁

【學(xué)位級別】：碩士

【文章目錄】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
1 Introduction
    1.1 Research Background
    1.2 Meaning and Purpose
    1.3 Research Contents and Methods
    1.4 Research Structure
2 Literature Review
    2.1 Definition of Relevant Concepts
        2.1.1 Definition of Operational Risk
        2.1.2 Classification and Characteristics of Operational Risk
        2.1.3 Definition of Operational Risk Management
        2.1.4 Process of Operational Risk Management
    2.2 Relevant Theories
        2.2.1 Tasks of Regulatory Authorities
        2.2.2 Three Lines of Defense for Banks'Operational Risk Management
        2.2.3 Principles of Bank Operational Risk Management
    2.3 Domestic and Foreign Research Status
    2.4 Comments of Literature Review
3 Analysis of N Bank Operational Risk Management
    3.1 General Overview of N Bank
    3.2 General Situation of Operational Risk Management of N Bank
        3.2.1 Overview and Risk Management Organization
        3.2.2 Distribution of Operational Risk
        3.2.3 Overview of Some Operational Risk Cases of N Bank
    3.3 Operational Risk Management Policy of N Bank
        3.3.1 Operational Risk Management Goals of N Bank
        3.3.2 Operational Risk Management Model of N Bank
        3.3.3 Operational Risk Management Policy of N Bank Guangzhou Branch
    3.4 Operational Risk Status of N Bank Guangzhou Branch
        3.4.1 Operational Risk Identification
        3.4.2 Operational Risk Evaluation
        3.4.3 Operational Risk Control
    3.5 Summary of Operational Risk Management of N Bank Guangzhou Branch
4 Analysis of the Problems and Causes of Operational Risk Management of N Bank Guangzhou Branch
    4.1 Survey Objective
    4.2 Design of Questionnaire and Interview Questionnaire
    4.3 Results of Questionnaire
        4.3.1 Basic Information
        4.3.2 Personnel Factor
        4.3.3 Operating System factor
        4.3.4 Internal Process Factor
        4.3.5 External Factor
    4.4 Results of Interview
    4.5 Analytic Hierarchy Process and Fuzzy Comprehensive Evaluation
        4.5.1 Establish evaluation indicators
        4.5.2 Establish Evaluation Model Matrix
        4.5.3 Operational Risk Assessment of N Bank
    4.6 Problems and Causes of Operational Risk Management in N Bank Guangzhou Branch
        4.6.1 Problems and Causes of Employee Management
        4.6.2 Problems and Causes of Internal Process
        4.6.3 Problems and Causes of System Facilities
5 Countermeasures on Operational Risks of N Bank Guangzhou Branch
    5.1 Optimize Talent Management System
        5.1.1 Promotion System Optimization
        5.1.2 Strengthen the Operation Risk Training System
        5.1.3 Develop Reasonable Evaluation Plan
        5.1.4 Promote the Form of Contract Employment
    5.2 Improve Internal Control Management
        5.2.1 Establish Whole-Process Monitoring System for Risk Prevention
        5.2.2 Establish A Post Responsibility Mechanism
        5.2.3 Optimize Business Process Management
        5.2.4 Establish A System of Technology and Manual Monitoring
    5.3 Improve the Integration of Operating System and Risk Pre-warning Monitoring Mechanism
6 Conclusion and Prospect
    6.1 Research Conclusion
    6.2 Expectations
REFERENCES
APPENDIX Ⅰ
APPENDIX Ⅱ
APPENDIX Ⅲ
APPENDIX Ⅳ



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