本文選題：農(nóng)業(yè)銀行 + 歸屬感��； 參考：《江西師范大學(xué)》2016年碩士論文

【摘要】：在科學(xué)技術(shù)日益更新、現(xiàn)代設(shè)備大量投放普及、市場(chǎng)開(kāi)放程度不斷加深的大背景下,金融市場(chǎng)瞬息萬(wàn)變,競(jìng)爭(zhēng)日益加劇。伴隨而來(lái),銀行內(nèi)外部環(huán)境發(fā)生深刻變化。監(jiān)管政策日益嚴(yán)密、機(jī)構(gòu)改革日益規(guī)范、制度政策日益完善,同時(shí)員工的思想狀況、價(jià)值觀(guān)念、行為規(guī)范、社會(huì)交往等方面也呈現(xiàn)出多元化、復(fù)雜化的趨勢(shì);業(yè)務(wù)經(jīng)營(yíng)與內(nèi)部管理均呈現(xiàn)出高度發(fā)展的趨勢(shì)。銀行間的競(jìng)爭(zhēng)是系統(tǒng)、人力、網(wǎng)點(diǎn)資源的綜合競(jìng)爭(zhēng),人是競(jìng)爭(zhēng)的核心,在其中發(fā)揮著至關(guān)重要的作用。農(nóng)業(yè)銀行作為四大傳統(tǒng)國(guó)有銀行之一,最晚上市,受發(fā)展周期、人員結(jié)構(gòu)等因素的影響,市場(chǎng)化程度不高,制度規(guī)范較為落后,無(wú)法充分調(diào)動(dòng)員工積極性。尤其是作為傳導(dǎo)機(jī)制最后環(huán)節(jié)的基層營(yíng)業(yè)機(jī)構(gòu),傳統(tǒng)色彩仍然較為濃厚,員工工作積極性不高,歸屬感較差。農(nóng)業(yè)銀行的分支機(jī)構(gòu)遍布全國(guó)各地,截至2014年末,共有3515個(gè)一級(jí)支行和19647個(gè)基層營(yíng)業(yè)機(jī)構(gòu)。基層營(yíng)業(yè)機(jī)構(gòu)作為農(nóng)業(yè)銀行面向“三農(nóng)”,服務(wù)城鄉(xiāng)的前沿陣地,其競(jìng)爭(zhēng)力直接影響農(nóng)業(yè)銀行的興衰存亡。如何提升基層員工歸屬感、調(diào)動(dòng)員工積極性成為農(nóng)業(yè)銀行基層營(yíng)業(yè)機(jī)構(gòu)當(dāng)前經(jīng)營(yíng)管理中的一項(xiàng)重要課題。本文以中國(guó)農(nóng)業(yè)銀行股份有限公司ZCS支行為例,在對(duì)該行人力資源現(xiàn)狀及員工歸屬感進(jìn)行調(diào)查的基礎(chǔ)上,從人員崗位、薪酬分配、教育培訓(xùn)、企業(yè)文化四個(gè)方面,對(duì)ZCS支行員工歸屬感問(wèn)題進(jìn)行了分析,并有針對(duì)性的提出了提升策略。本文的創(chuàng)新特色:一是靈活的用人機(jī)制,建立多專(zhuān)業(yè)、多條線(xiàn)的晉升渠道。如管理?xiàng)l線(xiàn)、專(zhuān)業(yè)條線(xiàn)、操作條線(xiàn),改變過(guò)去僅僅依靠單一管理?xiàng)l線(xiàn)的晉升方式。其次是有區(qū)別的薪酬制度。如針對(duì)不同條線(xiàn)、不同類(lèi)別崗位采取不同的績(jī)效工資分配比例、支行網(wǎng)點(diǎn)與本部有差別的工齡工資等。第三,多元化的教育培訓(xùn)機(jī)制。如今后多開(kāi)展文化修養(yǎng)、養(yǎng)生、壓力釋放、興趣培養(yǎng)等方面的培訓(xùn),將員工從繁重的工作中解放出來(lái),全面提升員工素養(yǎng)。第四,和諧向上的企業(yè)文化,包括員工參與性的管理制度以及青年員工作用的發(fā)揮等。
[Abstract]:With the development of science and technology, the popularization of modern equipment and the deepening of market opening, the financial market changes rapidly and the competition intensifies day by day. Along with it, the internal and external environment of banks has undergone profound changes. The supervision policy is becoming more and more strict, the institutional reform is becoming more and more standardized, and the system policy is becoming more and more perfect. At the same time, the ideological status, values, norms of conduct and social communication of employees are also showing a trend of diversification and complication. Business management and internal management are showing a high trend of development. The competition between banks is the comprehensive competition of system, manpower and network resources. Human is the core of competition, and plays a vital role in it. As one of the four traditional state-owned banks, Agricultural Bank of China is listed at the latest, influenced by the development cycle, personnel structure and other factors, the degree of marketization is not high, the institutional norms are relatively backward, and can not fully mobilize the enthusiasm of employees. Especially as the last link of transmission mechanism, the grass-roots business institutions are still relatively strong traditional color, the staff work enthusiasm is not high, the sense of belonging is poor. The Agricultural Bank has branches all over the country, with 355 first-level branches and 19647 grassroots branches by the end of 2014. As the front position of agricultural bank for serving rural and urban areas, grass-roots business institutions have a direct impact on the rise and fall of agricultural banks. How to promote the sense of belonging of grass-roots employees and arouse their enthusiasm has become an important issue in the current management of grass-roots business institutions of the Agricultural Bank of China. This paper takes the ZCS branch of Agricultural Bank of China as an example, based on the investigation of the current situation of human resources and the sense of belonging of the employees, from the four aspects of personnel position, salary distribution, education and training, corporate culture, etc. This paper analyzes the problem of ZCS branch employee's sense of belonging, and puts forward the promotion strategy. Innovative features of this paper: first, flexible employment mechanism, to establish a multi-professional, multi-line promotion channels. Such as management line, professional line, operating line, change the past only rely on a single management line promotion. The second is a differentiated compensation system. Such as for different lines, different types of posts to take different performance pay distribution, branch network and this part of the different years of service wages and so on. Third, diversified education and training mechanism. Now more cultural cultivation, health, pressure release, interest training and other aspects of training, staff from the heavy work out of the overall improvement of staff literacy. Fourth, harmonious and upward corporate culture, including employee participatory management system and the role of young employees play a role.
【學(xué)位授予單位】：江西師范大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2016
【分類(lèi)號(hào)】：F272.92;F832.33

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