银行零售业务胜任素质模型设计与检验

发布时间：2018-02-27 01:06

本文关键词： 银行零售业务胜任素质　出处：《北京交通大学》2013年硕士论文　论文类型：学位论文

【摘要】：现在通用模型比较多,缺少的是针对特定行业和特定岗位的胜任素质模型的研究。针对银行业胜任素质方面的研究时间较短,需要进一步的研究。以前对商业银行胜任素质模型的探讨主要集中在两个类型,如商业银行行长、公司业务客户经理。本研究是在这一背景下产生的。为丰富胜任素质的理论与实证研究做一些有益尝试。目前银行的零售岗位有六种：网点负责人、营运主管、个人客户经理、大堂经理、前台柜员、后台人员。选择合适的人在合适的岗位,发挥各自应有的作用,协调配合,共同做好各项工作。结合银行的现状,对银行零售业务从业人员素质展开研究,建立银行零售业务胜任素质模型,以期为银行零售业务胜任素质模型化奠定基础。我国银行业人力资源现状,更加注重员工的知识。以往胜任素质模型研究,过分偏重潜质,而忽略技能。本文主要开发岗位在工作技能方面的胜任素质模型。设计调查问卷,在这个基础上,针对不同的岗位,通过行为事件访谈法或者通过对熟悉该岗位的专家、人力资源专业人员、绩效突出的员工、外部咨询顾问等的综合研讨和评定,就可以提炼出胜任该岗位最需具备的胜任特征,从而确定该岗位的胜任素质模型结构。确定胜任素质模型结构后,需要确定胜任程度。胜任程度一般按照差值分为一级技能、二级技能、三级技能。三级技能基本满足岗位胜任要求、二级技能满足岗位胜任要求、一级技能高度满足岗位要求。胜任素质模型不仅能帮助企业找到合适的员工,同时也使员工找到更适合自己的职位,可以应用于整个人力资源管理过程中。
[Abstract]:At present, there are many general models, but what is lacking is the research on competency models for specific industries and jobs. There is a need for further research. Previous discussions on competency models of commercial banks have focused on two types, such as commercial bank governors, This research is based on this background. It is a useful attempt to enrich the theoretical and empirical research of competence. At present, there are six kinds of retail positions in the bank: the head of the network, the chief of operations, the personal account manager, the lobby manager, the front desk teller, and the backstage personnel. Choose the right person in the right position, play their respective roles and coordinate. Combined with the present situation of the bank, this paper studies the quality of the bank retail business practitioners, and establishes the model of the bank retail business competency, in order to lay a foundation for the banking retail business competency model. The present situation of human resources in banking industry in our country pays more attention to the knowledge of employees. In the past, the research of competency model is too much on the potential and neglects the skill. This paper mainly develops the competency model of the post in the aspect of job skill. Design a questionnaire, on this basis, for different positions, through behavioral event interviews, or through experts familiar with the position, human resources professionals, employees with outstanding performance, The comprehensive study and evaluation of external consultants and consultants can extract the competency characteristics that are most necessary for the post, and then determine the competency model structure of the post. After determining the structure of competency model, it is necessary to determine competency. Competence is generally divided into first-level skills, second-level skills and third-level skills according to the difference. The third-level skills basically meet the post competency requirements, the second-level skills meet the post competency requirements, and the second-level skills meet the post competency requirements. I skill level to meet the requirements of the post. Competency model can not only help enterprises find suitable employees, but also make employees find more suitable positions, which can be applied to the whole process of human resource management.
【学位授予单位】：北京交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F272.92;F831.2

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