中国农业银行太原市网点人力资源配置问题分析
发布时间：2018-10-23 09:19
【摘要】：随着全面深化改革向纵深推进,中国金融服务领域愈发开放包容,农业银行必须清醒面对内外部的机遇与挑战,不断实现自我完善、自我革新、自我提高。为改善企业人力资源的配置,构建有效的人力资源配置机制,提升人力资源管理水平,进而提升企业整体效能,中国农业银行太原分行要在人力资源配置优化中实现晋升渠道合理、员工进出流畅、绩效评价规范,最终找到人岗相对匹配机制,实现优化企业人力资源配置,进而推动员工和企业发展目标趋同,人员同企业同呼吸、共命运。为此必须深化人事制度改革,将人力资源配置投放到市场的大环境中,不断推进人岗匹配机制的科学性和超前性。通过对岗位评估制度的建立完善,为人岗配置提供可靠的保障。宏观把握人力资源总量,为人力资源管理夯基固本。加强对晋升渠道的监督管理,提高员工积极性。加强对绩效考核系统的构架,使员工人力资本价值最大化。如何有效提升农业银行在太原市各个网点的人力资源配置水平,使各网点在激烈的市场竞争中获得更多优势,是农行人力资源管理人员必须尽快解决的严峻课题。文章认为,农行太原分行应重新构建人力资源配置体系,立足当前,着眼长远,坚持问题导向,建立健全人力资源配置体系,实现人力资源配置能力的现代化。与外资银行相比,国有商业银行对人力资源配置的重视程度和能力水平都相形见绌,在着重人才引进的同时,进一步打造环境,让各类人才引得进、留得住、用得好,是国有商业银行的关键之举。文章在宏观把握农业银行太原分行人岗匹配基础情况和业已发生的问题,在吸收借鉴国内外相关先进理论的基础上,提出加强案例银行人力资源管理的对策和建议。
[Abstract]:With the deepening of the reform to the depth, China's financial services increasingly open and inclusive, the Agricultural Bank of China must soberly face internal and external opportunities and challenges, constantly achieve self-improvement, self-innovation, self-improvement. In order to improve the allocation of human resources, build an effective human resource allocation mechanism, improve the level of human resources management, and then enhance the overall efficiency of enterprises, The Taiyuan Branch of Agricultural Bank of China should realize the rational promotion channel in the optimization of human resources allocation, the smooth flow of staff in and out, the standard performance evaluation, finally find the relative matching mechanism of personnel and post, and realize the optimization of human resources allocation of enterprises. And then promote the convergence of staff and enterprise development goals, personnel and enterprises with breathing, a common destiny. Therefore, we must deepen the reform of the personnel system, put the human resource allocation into the market environment, and continuously promote the scientific and forward nature of the matching mechanism of personnel and post. Through the establishment of the post evaluation system, the post allocation provides reliable protection. Macro grasp the total amount of human resources, for human resources management tamping solid foundation. Strengthen the supervision and management of promotion channels, improve the enthusiasm of employees. Strengthen the framework of performance appraisal system to maximize the value of human capital. How to effectively enhance the level of human resources allocation in all branches of Agricultural Bank of China in Taiyuan City and make each network gain more advantages in the fierce market competition is a serious problem that the human resources managers of Agricultural Bank of China must solve as soon as possible. The paper holds that Agricultural Bank of Taiyuan Branch should rebuild the human resource allocation system, base on the current situation, focus on the long term, adhere to the problem orientation, establish and perfect the human resource allocation system, and realize the modernization of the human resource allocation ability. Compared with foreign banks, state-owned commercial banks pay less attention to the allocation of human resources and their ability level. While focusing on the introduction of talents, they should further create an environment in which all kinds of talents can be brought in, retained, and used well. Is the key to state-owned commercial banks. On the basis of macroscopically grasping the basic situation of matching people and posts in Taiyuan Branch of Agricultural Bank and the existing problems, the paper puts forward some countermeasures and suggestions to strengthen the human resource management of the case bank on the basis of absorbing and drawing lessons from the relevant advanced theories at home and abroad.
【学位授予单位】：山西大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F832.33
本文编号：2288793
[Abstract]:With the deepening of the reform to the depth, China's financial services increasingly open and inclusive, the Agricultural Bank of China must soberly face internal and external opportunities and challenges, constantly achieve self-improvement, self-innovation, self-improvement. In order to improve the allocation of human resources, build an effective human resource allocation mechanism, improve the level of human resources management, and then enhance the overall efficiency of enterprises, The Taiyuan Branch of Agricultural Bank of China should realize the rational promotion channel in the optimization of human resources allocation, the smooth flow of staff in and out, the standard performance evaluation, finally find the relative matching mechanism of personnel and post, and realize the optimization of human resources allocation of enterprises. And then promote the convergence of staff and enterprise development goals, personnel and enterprises with breathing, a common destiny. Therefore, we must deepen the reform of the personnel system, put the human resource allocation into the market environment, and continuously promote the scientific and forward nature of the matching mechanism of personnel and post. Through the establishment of the post evaluation system, the post allocation provides reliable protection. Macro grasp the total amount of human resources, for human resources management tamping solid foundation. Strengthen the supervision and management of promotion channels, improve the enthusiasm of employees. Strengthen the framework of performance appraisal system to maximize the value of human capital. How to effectively enhance the level of human resources allocation in all branches of Agricultural Bank of China in Taiyuan City and make each network gain more advantages in the fierce market competition is a serious problem that the human resources managers of Agricultural Bank of China must solve as soon as possible. The paper holds that Agricultural Bank of Taiyuan Branch should rebuild the human resource allocation system, base on the current situation, focus on the long term, adhere to the problem orientation, establish and perfect the human resource allocation system, and realize the modernization of the human resource allocation ability. Compared with foreign banks, state-owned commercial banks pay less attention to the allocation of human resources and their ability level. While focusing on the introduction of talents, they should further create an environment in which all kinds of talents can be brought in, retained, and used well. Is the key to state-owned commercial banks. On the basis of macroscopically grasping the basic situation of matching people and posts in Taiyuan Branch of Agricultural Bank and the existing problems, the paper puts forward some countermeasures and suggestions to strengthen the human resource management of the case bank on the basis of absorbing and drawing lessons from the relevant advanced theories at home and abroad.
【学位授予单位】：山西大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F272.92;F832.33
【参考文献】
相关硕士学位论文 前1条
1 刘琳;人力资源会计在我国金融企业的应用研究[D];山西财经大学;2012年
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