發(fā)布時(shí)間：2018-05-02 01:21

  本文選題：激勵(lì) + 非營(yíng)銷類��； 參考：《大連理工大學(xué)》2014年碩士論文

【摘要】：自我國(guó)加入世界貿(mào)易組織后,按照入世協(xié)議我國(guó)兌現(xiàn)了金融開(kāi)放承諾,外資銀行進(jìn)入我國(guó)金融市場(chǎng)的門檻降低。隨著外資銀行的進(jìn)入,中資銀行不但受到業(yè)務(wù)沖擊,同時(shí)也出現(xiàn)了人才大量流失的現(xiàn)象。在“人才是第一資源”的今天,如何吸引人才、留住人才、激勵(lì)人才、積極有效的開(kāi)發(fā)人才已成為中資銀行持續(xù)經(jīng)營(yíng)、快速發(fā)展、增強(qiáng)市場(chǎng)競(jìng)爭(zhēng)力的突出問(wèn)題。 商業(yè)銀行員工的崗位總體劃分為營(yíng)銷類和非營(yíng)銷類,營(yíng)銷類崗位主要是客戶經(jīng)理,非營(yíng)銷類崗位一般包括前臺(tái)業(yè)務(wù)操作類員工和中后臺(tái)專業(yè)技術(shù)類員工。從表面上看,營(yíng)銷類員工是銀行利潤(rùn)的主要?jiǎng)?chuàng)造者,而非營(yíng)銷類員工為銀行創(chuàng)造的價(jià)值往往被忽視,對(duì)這類員工的激勵(lì)問(wèn)題也缺乏研究。事實(shí)上,非營(yíng)銷類員工在商業(yè)銀行的經(jīng)營(yíng)發(fā)展中起到了十分重要的作用,尤其是前臺(tái)非營(yíng)銷類員工。由于此類員工每天直接面對(duì)客戶,在客戶服務(wù)和客戶關(guān)系的維護(hù)上發(fā)揮著積極的作用,隨著商業(yè)銀行全員營(yíng)銷理念的加深,部分非營(yíng)銷類員工參與營(yíng)銷工作的時(shí)間甚至超過(guò)了其自身崗位業(yè)務(wù)操作時(shí)間,為商業(yè)銀行創(chuàng)造的潛在價(jià)值和實(shí)際價(jià)值也逐漸凸顯。但是,由于薪酬分配不平等、晉升制度不完善、工作靈活性差異大等因素導(dǎo)致了非營(yíng)銷類崗位員工工作積極性不高、人才流失現(xiàn)象嚴(yán)重。 本文以中國(guó)銀行K銀行前臺(tái)非營(yíng)銷類員工的激勵(lì)問(wèn)題為視角,運(yùn)用西方激勵(lì)理論,對(duì)該銀行前臺(tái)非營(yíng)銷類員工的激勵(lì)問(wèn)題設(shè)計(jì)系統(tǒng)性優(yōu)化方案,使此類員工的價(jià)值得到最大程度的發(fā)揮,創(chuàng)造更多的經(jīng)營(yíng)業(yè)績(jī)。
[Abstract]:Since China joined the World Trade Organization (WTO), China has fulfilled the promise of financial opening in accordance with the WTO accession agreement, and the threshold for foreign banks to enter our financial market has been lowered. With the entry of foreign banks, Chinese banks not only suffer business impact, but also a large number of brain drain phenomenon. In today's "talent is the first resource", how to attract talents, retain talents, motivate talents and develop talents actively and effectively has become a prominent problem for Chinese banks to continue to operate, develop rapidly and enhance market competitiveness. The positions of commercial bank employees are generally divided into marketing and non-marketing, marketing positions are mainly account managers, non-marketing positions generally include front-end business operations staff and mid-background professional and technical staff. On the surface, marketing employees are the main creators of bank profits, but the value created for banks by non-marketing employees is often ignored. In fact, non-marketing employees play a very important role in the development of commercial banks, especially the front-stage non-marketing staff. As these employees directly face customers every day, they play a positive role in customer service and customer relationship maintenance, with the deepening of the commercial bank marketing concept, Some non-marketing employees participate in marketing work for more time than their own job operation time, the potential value and practical value for commercial banks are also gradually highlighted. However, due to the unequal salary distribution, the imperfect promotion system, the great difference in the flexibility of work and other factors, the non-marketing post staff work enthusiasm is not high, the phenomenon of brain drain is serious. From the perspective of the incentive problem of non-marketing employees in Bank of China K Bank, this paper designs a systematic optimization scheme for the incentive problem of non-marketing employees in the Bank of China by using the western incentive theory. To maximize the value of such employees, create more business performance.
【學(xué)位授予單位】：大連理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F832.33

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