【摘要】：營業(yè)網(wǎng)點是商業(yè)銀行的最基層機構(gòu),是商業(yè)銀行客戶服務、產(chǎn)品銷售的終端。擁有分布廣泛、功能齊全、人員充足的營業(yè)網(wǎng)點是商業(yè)銀行獲取競爭優(yōu)勢的重要手段。激勵機制的構(gòu)建是商業(yè)銀行營業(yè)網(wǎng)點經(jīng)營管理的核心環(huán)節(jié)�？茖W高效合理的激勵機制將促使各級員工充分發(fā)揮主觀能動性,提升營業(yè)網(wǎng)點經(jīng)營業(yè)績和網(wǎng)點競爭力。基于此,本文展開了對商業(yè)銀行營業(yè)網(wǎng)點激勵機制的研究。 W銀行通過人力資源改革基本建立了現(xiàn)代人力資源管理體系,但相關(guān)機制在實際實施過程中還是存在一些問題和困難。本文以w銀行L省分行轄內(nèi)各網(wǎng)點的經(jīng)營管理狀況為基礎,通過借鑒先進管理理念和行業(yè)經(jīng)驗,探索建立更加科學合理有效的激勵模式。w銀行L省分行作為國有銀行的一級分行,其對網(wǎng)點激勵機制的建設具有一定的代表性,尤其是作為一家國有企業(yè)向股份制上市公司轉(zhuǎn)變,其相關(guān)經(jīng)驗對于其他國有企業(yè)更具借鑒意義。 本論文運用比較分析法及理論與實踐相結(jié)合的方法,從激勵機制建設角度出發(fā),結(jié)合L省分行實際情況,分析營業(yè)網(wǎng)點績效管理、薪酬管理、職位管理等機制當中存在的影響營業(yè)網(wǎng)點效能發(fā)揮的問題,同時借鑒先進管理理論和銀行業(yè)實踐經(jīng)驗,提出改進和完善激勵機制的建議。改進建議主要以網(wǎng)點分層、分類管理機制為基礎,通過建立數(shù)量模型將營業(yè)網(wǎng)點分成不同的層級和類別,并在此基礎上實施不同的薪酬激勵、職位配置和績效考核機制,實現(xiàn)差異化管理,提高管理的精細度,促進營業(yè)網(wǎng)點效能的提升。 最后,對全文進行了總結(jié),提出激勵機制的制定要與戰(zhàn)略相結(jié)合,考慮內(nèi)外部整體環(huán)境,系統(tǒng)、全面地開展,并強調(diào)改革是始終不變的主題。
[Abstract]:Business outlets are the most basic institutions of commercial banks, commercial banks customer service, product sales terminal. It is an important means for commercial banks to gain competitive advantage with wide distribution, complete functions and sufficient personnel. The construction of incentive mechanism is the core link of the operation and management of commercial banks' business outlets. Scientific, efficient and reasonable incentive mechanism will promote all levels of employees to give full play to the subjective initiative, improve the business performance and network competitiveness. Based on this, this paper studies the incentive mechanism of commercial bank outlets. W Bank has basically established the modern human resource management system through the reform of human resources, but there are still some problems and difficulties in the practical implementation of the related mechanisms. Based on the operation and management of the branches in the L province of w bank, this paper draws lessons from the advanced management concept and industry experience. As the first-class branch of the state-owned bank, the L province branch of the bank has a certain representativeness to the construction of the incentive mechanism of the branch. Especially as a state-owned enterprise to a joint-stock listed company, its relevant experience is more useful for other state-owned enterprises. This paper uses the method of comparative analysis and the combination of theory and practice, from the angle of incentive mechanism construction, combined with the actual situation of L province branch, analyzes the performance management and salary management of business outlets. At the same time, the paper puts forward some suggestions to improve and perfect the incentive mechanism with reference to advanced management theory and practical experience of banking industry, which affects the efficiency of business outlets in job management and other mechanisms. The improvement suggestions are mainly based on the hierarchical and classified management mechanism, and divide the business outlets into different levels and categories through the establishment of quantitative models, and implement different salary incentives, job allocation and performance appraisal mechanisms on the basis of this. Achieve differentiation management, improve the precision of management, promote the efficiency of business outlets. Finally, the paper summarizes the whole paper, and puts forward that the formulation of incentive mechanism should be combined with strategy, consider the whole environment of internal and external, carry out systematically and comprehensively, and emphasize that reform is the same theme all the time.
【學位授予單位】：大連理工大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F832.33

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