本文選題：包商銀行 + 二線員工��； 參考：《遼寧大學(xué)》2012年碩士論文

【摘要】：在我國不斷成熟的市場經(jīng)濟(jì)體制背景下,企業(yè)間的競爭從產(chǎn)品競爭,發(fā)展到市場競爭,到現(xiàn)在主要是人力資源方面的激烈競爭。企業(yè)的第一資源是人力資源這個(gè)觀點(diǎn)目前已得到廣泛認(rèn)同。人力資源管理和開發(fā)的難點(diǎn)和焦點(diǎn)問題是如何才能合理充分地配置員工,以期實(shí)現(xiàn)企業(yè)的效益最大化。 包商銀行前身是包頭市商業(yè)銀行,成立于1998年,是內(nèi)蒙古自治區(qū)最早成立的股份制商業(yè)銀行。根據(jù)包商銀行2011年——2013年戰(zhàn)略發(fā)展規(guī)劃,包商銀行要力爭在三年內(nèi)將經(jīng)營規(guī)模翻一番的戰(zhàn)略目標(biāo)。而這個(gè)戰(zhàn)略目標(biāo)的實(shí)現(xiàn)離不開科學(xué)高效的人力資源管理,這其中合理的二線員工人員配置是根本保障。目前,包商銀行主要存在人員總量與業(yè)務(wù)發(fā)展的人員需求之間的矛盾,人員結(jié)構(gòu)與業(yè)務(wù)發(fā)展水平之間的矛盾,人員分布與實(shí)際崗位需求之間的矛盾等等。 包商銀行與其他銀行相比,人員總量相對較少,各項(xiàng)人均指標(biāo)都處于領(lǐng)先地位,受資產(chǎn)規(guī)模的限制,包商銀行總體數(shù)據(jù)指標(biāo)處于劣勢地位。各銀行為了在激烈的市場競爭中獲得優(yōu)勢地位不斷在業(yè)務(wù)推廣方面推陳出新,這在很大程度上大大加重了二線崗位的實(shí)際工作量,包商銀行二線員工在此背景下承受著日益加重的工作壓力,二線員工的穩(wěn)定性和工作滿意度因此遭受嚴(yán)峻挑戰(zhàn)。 本文首先從選題的背景及意義、國內(nèi)外的研究現(xiàn)狀、研究內(nèi)容和研究方法進(jìn)行介紹,闡述了人力資源配置的相關(guān)理論研究情況,然后從包商銀行的人員總量,人員結(jié)構(gòu),人員分布情況等方面介紹了包商銀行的二線員工人員配置的現(xiàn)狀,并與其他銀行進(jìn)行了比較。通過多方面的調(diào)查比較,得出包商銀行二線員工人員配置方面存在的問題,在此基礎(chǔ)上分析了產(chǎn)生問題的根源。最后,從完善人才選拔機(jī)制,完善績效管理體系,加強(qiáng)員工培訓(xùn)和后備人才培養(yǎng),優(yōu)化費(fèi)用配置,調(diào)整二線員工組織結(jié)構(gòu)和業(yè)務(wù)形式等五大方面提出了優(yōu)化包商銀行二線員工人員配置問題的思路和對策。
[Abstract]:Under the background of our country's mature market economy system, the competition between enterprises develops from product competition to market competition, and now it is mainly the fierce competition of human resources. The view that the first resource of an enterprise is human resource has been widely accepted. The difficulty and focus of human resource management and development is how to allocate the staff reasonably and fully in order to maximize the benefit of the enterprise. Baotou City Commercial Bank, founded in 1998, is the earliest joint-stock commercial bank in Inner Mongolia Autonomous region. According to its 2011-2013 strategic development plan, the contractor bank aims to double its operations in three years. The realization of this strategic goal is inseparable from the scientific and efficient human resource management, in which the rational second-line staffing is the fundamental guarantee. At present, there are contradictions between the total number of personnel and the personnel demand of the business development, the contradiction between the personnel structure and the level of business development, the contradiction between the distribution of personnel and the actual post demand and so on. Compared with other banks, the total personnel of the contractor bank is relatively small, and the per capita indicators are in the leading position. Due to the limitation of asset size, the overall data index of the contractor bank is in the inferior position. In order to gain an advantage in the fierce market competition, banks continue to bring forth new ideas in business promotion, which to a large extent has greatly increased the actual workload of second-tier jobs. In this context, the second-line employees of the contractor bank are under increasing pressure, and the stability and job satisfaction of the second-line employees are facing severe challenges. This paper first introduces the background and significance of the topic, the current research situation at home and abroad, the research contents and research methods, and expounds the relevant theoretical research situation of human resource allocation, and then from the total number of personnel, personnel structure of the contractor bank, This paper introduces the status quo of the second-line staffing of the contractor bank and compares it with other banks. Through the investigation and comparison of various aspects, the problems in the staffing of the second line of the contractor bank are obtained, and on this basis, the root causes of the problems are analyzed. Finally, from perfecting the talent selection mechanism, perfecting the performance management system, strengthening the staff training and reserve talent training, optimizing the cost allocation, This paper puts forward the ideas and countermeasures of optimizing the staffing of the second line of the contractor bank from five aspects, such as adjusting the organizational structure and the business form of the second line employees.
【學(xué)位授予單位】：遼寧大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2012
【分類號(hào)】：F272.92;F832.33

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