發(fā)布時(shí)間：2018-05-04 18:41

  本文選題：建設(shè)銀行 + 人才資源�。� 參考：《中國(guó)石油大學(xué)（華東）》2013年碩士論文

【摘要】：當(dāng)今，銀行競(jìng)爭(zhēng)的焦點(diǎn)正在從資金、技術(shù)等傳統(tǒng)資源轉(zhuǎn)到人力資源，人才將會(huì)成為金融業(yè)爭(zhēng)奪的焦點(diǎn)。建立高質(zhì)量的科學(xué)的人力資源管理制度對(duì)于推動(dòng)我國(guó)商業(yè)銀行改革，完善我國(guó)各商業(yè)銀行的治理機(jī)制，提高我國(guó)商業(yè)銀行運(yùn)營(yíng)水平，增強(qiáng)我國(guó)商業(yè)銀行的競(jìng)爭(zhēng)力，具有非常重要的現(xiàn)實(shí)意義。 本論文通過(guò)對(duì)建設(shè)銀行德州C支行的人力資源管理的研究（包括人力資源規(guī)劃、培訓(xùn)、考核、薪酬制度四個(gè)方面）發(fā)現(xiàn)了該支行人力資源管理存在的問(wèn)題，幫助公司建立現(xiàn)代人力資源管理體系。 本論文的完善措施主要有：(l)實(shí)施人力資源規(guī)劃措施，從戰(zhàn)略層面規(guī)劃該支行的人力資源管理，順應(yīng)我國(guó)商業(yè)銀行的發(fā)展需求；(2)完善該支行的培訓(xùn)開發(fā)體系，力求解決公司培訓(xùn)存在的各種疑難問(wèn)題；(3)構(gòu)建該支行有效的績(jī)效考核體系，實(shí)行平衡記分卡考核制度，從銀行實(shí)際情況出發(fā)，結(jié)合崗位價(jià)值構(gòu)建崗位績(jī)效考核指標(biāo)，并提出有關(guān)考核結(jié)果使用的建議，以期建立能上能下的有活力的考核機(jī)制。（4）完善薪酬激勵(lì)制度，優(yōu)化崗位序列結(jié)構(gòu)，規(guī)范薪酬制定流程，加強(qiáng)高管核心人才激勵(lì)力度，，實(shí)行全面薪酬戰(zhàn)略。
[Abstract]:Nowadays, the focus of bank competition is changing from traditional resources such as capital and technology to human resources, talent will become the focus of the financial industry. The establishment of high quality and scientific human resource management system will promote the reform of Chinese commercial banks, improve the governance mechanism of our commercial banks, improve the operational level of our commercial banks, and enhance the competitiveness of our commercial banks. Has very important realistic significance. Through the research on the human resource management of Texas C Branch of China Construction Bank (including human resource planning, training, assessment and compensation system), this paper finds out the problems existing in the human resource management of the branch. Help the company establish modern human resource management system. The perfect measures of this thesis are: implementing human resource planning measures, planning the human resource management of the branch from the strategic level, complying with the development needs of the commercial banks of our country and perfecting the training and development system of the branch. Try to solve all kinds of difficult problems existing in the company's training. (3) construct the effective performance appraisal system of the branch, carry out the balanced Scorecard appraisal system, proceed from the actual situation of the bank, combine the post value to construct the post performance appraisal index, The paper also puts forward some suggestions on the use of the assessment results, in order to establish a dynamic examination mechanism capable of top and bottom, to perfect the salary incentive system, to optimize the post sequence structure, to standardize the salary formulation process, and to strengthen the incentive force of the senior executives' core talents. Implement a comprehensive compensation strategy.
【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】：2013
【分類號(hào)】：F832.33

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