發(fā)布時間：2018-03-20 03:21

  本文選題：銀行　切入點：人力資源　出處：《華東理工大學》2017年碩士論文　論文類型：學位論文

【摘要】：在銀行生存與發(fā)展的過程中,人才是銀行發(fā)展的動力和源泉,發(fā)展人才才是硬道理。對銀行來說,每當年底也成了銀行最"動蕩"的時期,因為年底是人才流失的高峰期。或是個人原因或是銀行問題,年底銀行面臨著大大小小的人事變動。上至管理層,下至普通員工,員工流失足以影響到銀行的生產力。所以人才流失絕對不是一個輕松的問題,如何吸引人才便成為銀行管理者十分關心的問題。不斷增加員工與企業(yè)間的依存度,防止優(yōu)秀人員流失是一項系統(tǒng)工程,需要上海N銀行長期不懈的努力。本文對在大量的人員流失理論模型和人力資本理論研究的基礎上,對上海N銀行行業(yè)員工流失進行了比較系統(tǒng)的研究。從上海N銀行的現狀分析,折射出當今社會銀行行業(yè)的整體現狀,分析了目前人員流失的情況和對自身銀行發(fā)展的影響。文章從銀行自身、銀行外部、個人三個角度分析影響上海N銀行人員流失因素,針對銀行行業(yè)人員流失的原因,提出了6點解決策略。包括重視人力資源規(guī)劃;以人力資源為主打造忠誠的銀行文化;設立有效的薪酬福利體系機制;完善晉升考核機制,提供良好的晉升空間;為人員提供個人施展平臺;做好銀行行業(yè)人員培訓與儲備。最后,結論部分總結了本文的應用性,同時提出文章的不足。
[Abstract]:In the process of bank survival and development, talent is the driving force and source of bank development, and the development of talent is the ultimate principle. For banks, the end of the year has also become the most "turbulent" period for banks. Because the end of the year is the peak of the brain drain. For personal reasons or banking problems, banks are faced with personnel changes large and small at the end of the year. Up to the management level, down to the general staff, Staff turnover is enough to affect the productivity of banks. Therefore, brain drain is definitely not an easy problem. How to attract talents has become a matter of great concern to bank managers. To prevent the loss of outstanding personnel is a systematic project, which requires the long-term and unremitting efforts of Shanghai N Bank. Based on a large number of theoretical models of personnel turnover and the theory of human capital, This paper makes a systematic study on the turnover of employees in Shanghai N Bank industry. From the analysis of the present situation of Shanghai N Bank, it reflects the overall situation of the social banking industry. This paper analyzes the current situation of staff loss and its impact on the development of its own bank. This paper analyzes the factors affecting the turnover of personnel in Shanghai N Bank from three angles: the bank itself, the bank external and the individual, and aims at the reasons for the loss of staff in the banking industry. Six solutions are put forward, including attaching importance to human resource planning, building a loyal bank culture based on human resources, setting up an effective salary and welfare system, perfecting the promotion appraisal mechanism and providing a good promotion space. Finally, the conclusion summarizes the application of this paper, and puts forward the deficiency of the article.
【學位授予單位】：華東理工大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F832.33

【相似文獻】

相關期刊論文 前10條

1 黃津孚;企業(yè)人力資源的分類方法[J];中國勞動;2000年11期

2 楊鑫;現代企業(yè)人力資源的開發(fā)與管理[J];湖北農學院學報;2000年03期

3 董匯慧;試論現階段我國企業(yè)人力資源的管理與開發(fā)[J];華東經濟管理;2000年04期

4 夏伯堯;財富戰(zhàn)亟需人力資源[J];管理與財富;2000年01期

5 王湃;企業(yè)人力資源的開發(fā)與管理[J];企業(yè)研究;2000年02期

6 沈堅;人力資源需要挖掘和培育[J];人才w��，

本文編號：1637292