基于胜任素质模型的A银行二级分行行长培训体系设计

发布时间：2018-06-10 02:29

本文选题：商业银行 + 胜任素质模型　；参考：《吉林大学》2012年硕士论文

【摘要】：随着日益激烈的市场竞争，国有商业银行作为金融业的龙头大哥支撑着我国金融业的发展。在这个以经济与信息技术作为衡量社会发展的年代，知识高度密集型的金融行业对人才的竞争愈演愈烈，商业银行行长作为银行业的领军人物在商业银行分支机构中发挥着重要的作用，其工作质量、工作能力以及敬业精神影响着下属，影响着整个机构的绩效，正在成为国有商业银行竞争的焦点。关于如何更好的选拔商业银行行长，以及把其培育成能提高组织绩效的优秀的人才，是许多商业银行现在面临的重大课题。在国有商业银行A银行的传统培训体系中，如何对二级分行行长进行培训管理，更多地是依靠泛泛的经验之谈，搞“大而全”或“千人一课”的培训，对于如何有的放矢地真正提高该管理层级所需的内在素质，缺乏运用有效的工具定位科学的标准。为了明确A银行二级分行行长的素质要求、并以此为标准定位培训需求，亟需依靠更加科学、合理的工具进行培训体系设计，从而提升该管理层级在知识、技能和职业素养方面的综合实力，激发和强化国有商业银行的优势和持久竞争力。参照欧洲国家很多银行的经验，它们大多都选用胜任素质模型，以更好地量化如管理者的动机、个性、态度、能力、知识、技能等特征，从而真实反映管理者的效能。胜任素质这一模型针对银行行长的选拔、培训、绩效考核以及职业生涯规划都是有效的手段，专业化的指导也是提升银行竞争力的有利方式。本文在以下三方面做了主要工作：第一，根据商业银行业行业的特点，结合A银行二级分行实际情况设计出的胜任素质模型，具有针对性和实践价值；第二，模型细化到每一项素质对应具体代表行为，对于各个能力指标的行为表现描述较为详尽，并采用360度考评方法，对二级分行行长的行为表现进行考评，分析得出培训需求，具有较强的可操作性；第三，将模型初步应用到二级分行行长的培训中，进行了培训类型的确定，并设计了培训方式和培训课程。以A银行二级分行行长为例，依据素质模型理论，结合国内外素质模型研究理论及同行业胜任素质模型的应用情况，深入地探索了商业银行二级分行行长的素质模型，建立了适合该公司的二级分行行长胜任素质模型，并利用这一模型对国有商业银行二级分行行长现有的各项能力进行了较为科学、客观的测量，，然后针对测量结果与期望结果的差距，寻找出行长在能力素质方面的欠缺，并对如何提高这些能力提出相关的培训措施，对A银行和国内同类企业都有一定的指导作用。
[Abstract]:With the increasingly fierce market competition, state-owned commercial banks, as the leading brother of the financial industry, support the development of our financial industry. In this era when economic and information technology are used as a measure of social development, the competition for talents in the highly knowledge-intensive financial industry is becoming increasingly fierce. The president of the commercial bank, as the leader of the banking industry, plays an important role in the branch of the commercial bank. The quality of the work, the ability to work and the dedication of the commercial bank affect the subordinates and the performance of the whole organization. It is becoming the focus of state-owned commercial bank competition. How to better select commercial bank governors and cultivate them into excellent talents who can improve the performance of the organization are the major issues facing many commercial banks. In the traditional training system of state-owned commercial bank, Bank A, How to conduct training and management of the second level branch governors depends more on general experience and training of "big and complete" or "one thousand people", so as to really improve the internal quality of the management level in a targeted manner. ". Lack of scientific standards for the use of effective tools. In order to clarify the quality requirement of the second branch governor of Bank A, and to position the training demand as the standard, it is urgent to rely on more scientific and reasonable tools to design the training system, so as to enhance the management level in the knowledge. The comprehensive strength of skills and professional accomplishment stimulates and strengthens the advantages and lasting competitiveness of state-owned commercial banks. Referring to the experience of many European banks, most of them choose competency models to better quantify the characteristics of managers' motivation, personality, attitude, ability, knowledge, skills, and so on, so as to truly reflect the efficiency of managers. Competency models are effective tools for the selection, training, performance appraisal and career planning of bank governors. Professional guidance is also a favorable way to enhance the competitiveness of banks. This paper has done the following three main work: first, according to the characteristics of commercial banking, combined with the actual situation of the second branch of Bank A, the competency model is designed. Second, the model refines each quality to correspond to the concrete representative behavior, describes the behavior performance of each ability index in detail, and adopts 360 degree appraisal method. The behavior of the second-level branch governor is evaluated, and the training needs are analyzed, which has strong maneuverability. Thirdly, the model is applied to the training of the second-level branch governor, and the training type is determined. And designed the training method and the training course. Based on the quality model theory, combined with the domestic and foreign quality model research theory and the application of the competency model of the same industry, the quality model of the second grade branch president of the commercial bank is explored deeply, taking the second branch president of bank A as an example. The competency model of the second-level branch president suitable for the company is established, and the existing abilities of the second-level branch president of the state-owned commercial bank are measured scientifically and objectively by using this model. Then, aiming at the gap between the measurement results and the expected results, this paper looks for the deficiency of trip length in terms of ability quality, and puts forward relevant training measures on how to improve these abilities, which has a certain guiding role for Bank A and similar enterprises in China.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F272.92;F832.2

【参考文献】