W银行L省分行营业网点激励机制研究
发布时间：2019-05-08 03:28
【摘要】：营业网点是商业银行的最基层机构,是商业银行客户服务、产品销售的终端。拥有分布广泛、功能齐全、人员充足的营业网点是商业银行获取竞争优势的重要手段。激励机制的构建是商业银行营业网点经营管理的核心环节。科学高效合理的激励机制将促使各级员工充分发挥主观能动性,提升营业网点经营业绩和网点竞争力。基于此,本文展开了对商业银行营业网点激励机制的研究。 W银行通过人力资源改革基本建立了现代人力资源管理体系,但相关机制在实际实施过程中还是存在一些问题和困难。本文以w银行L省分行辖内各网点的经营管理状况为基础,通过借鉴先进管理理念和行业经验,探索建立更加科学合理有效的激励模式。w银行L省分行作为国有银行的一级分行,其对网点激励机制的建设具有一定的代表性,尤其是作为一家国有企业向股份制上市公司转变,其相关经验对于其他国有企业更具借鉴意义。 本论文运用比较分析法及理论与实践相结合的方法,从激励机制建设角度出发,结合L省分行实际情况,分析营业网点绩效管理、薪酬管理、职位管理等机制当中存在的影响营业网点效能发挥的问题,同时借鉴先进管理理论和银行业实践经验,提出改进和完善激励机制的建议。改进建议主要以网点分层、分类管理机制为基础,通过建立数量模型将营业网点分成不同的层级和类别,并在此基础上实施不同的薪酬激励、职位配置和绩效考核机制,实现差异化管理,提高管理的精细度,促进营业网点效能的提升。 最后,对全文进行了总结,提出激励机制的制定要与战略相结合,考虑内外部整体环境,系统、全面地开展,并强调改革是始终不变的主题。
[Abstract]:Business outlets are the most basic institutions of commercial banks, commercial banks customer service, product sales terminal. It is an important means for commercial banks to gain competitive advantage with wide distribution, complete functions and sufficient personnel. The construction of incentive mechanism is the core link of the operation and management of commercial banks' business outlets. Scientific, efficient and reasonable incentive mechanism will promote all levels of employees to give full play to the subjective initiative, improve the business performance and network competitiveness. Based on this, this paper studies the incentive mechanism of commercial bank outlets. W Bank has basically established the modern human resource management system through the reform of human resources, but there are still some problems and difficulties in the practical implementation of the related mechanisms. Based on the operation and management of the branches in the L province of w bank, this paper draws lessons from the advanced management concept and industry experience. As the first-class branch of the state-owned bank, the L province branch of the bank has a certain representativeness to the construction of the incentive mechanism of the branch. Especially as a state-owned enterprise to a joint-stock listed company, its relevant experience is more useful for other state-owned enterprises. This paper uses the method of comparative analysis and the combination of theory and practice, from the angle of incentive mechanism construction, combined with the actual situation of L province branch, analyzes the performance management and salary management of business outlets. At the same time, the paper puts forward some suggestions to improve and perfect the incentive mechanism with reference to advanced management theory and practical experience of banking industry, which affects the efficiency of business outlets in job management and other mechanisms. The improvement suggestions are mainly based on the hierarchical and classified management mechanism, and divide the business outlets into different levels and categories through the establishment of quantitative models, and implement different salary incentives, job allocation and performance appraisal mechanisms on the basis of this. Achieve differentiation management, improve the precision of management, promote the efficiency of business outlets. Finally, the paper summarizes the whole paper, and puts forward that the formulation of incentive mechanism should be combined with strategy, consider the whole environment of internal and external, carry out systematically and comprehensively, and emphasize that reform is the same theme all the time.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33
本文编号：2471582
[Abstract]:Business outlets are the most basic institutions of commercial banks, commercial banks customer service, product sales terminal. It is an important means for commercial banks to gain competitive advantage with wide distribution, complete functions and sufficient personnel. The construction of incentive mechanism is the core link of the operation and management of commercial banks' business outlets. Scientific, efficient and reasonable incentive mechanism will promote all levels of employees to give full play to the subjective initiative, improve the business performance and network competitiveness. Based on this, this paper studies the incentive mechanism of commercial bank outlets. W Bank has basically established the modern human resource management system through the reform of human resources, but there are still some problems and difficulties in the practical implementation of the related mechanisms. Based on the operation and management of the branches in the L province of w bank, this paper draws lessons from the advanced management concept and industry experience. As the first-class branch of the state-owned bank, the L province branch of the bank has a certain representativeness to the construction of the incentive mechanism of the branch. Especially as a state-owned enterprise to a joint-stock listed company, its relevant experience is more useful for other state-owned enterprises. This paper uses the method of comparative analysis and the combination of theory and practice, from the angle of incentive mechanism construction, combined with the actual situation of L province branch, analyzes the performance management and salary management of business outlets. At the same time, the paper puts forward some suggestions to improve and perfect the incentive mechanism with reference to advanced management theory and practical experience of banking industry, which affects the efficiency of business outlets in job management and other mechanisms. The improvement suggestions are mainly based on the hierarchical and classified management mechanism, and divide the business outlets into different levels and categories through the establishment of quantitative models, and implement different salary incentives, job allocation and performance appraisal mechanisms on the basis of this. Achieve differentiation management, improve the precision of management, promote the efficiency of business outlets. Finally, the paper summarizes the whole paper, and puts forward that the formulation of incentive mechanism should be combined with strategy, consider the whole environment of internal and external, carry out systematically and comprehensively, and emphasize that reform is the same theme all the time.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.33
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