K银行非营销类员工激励问题研究

发布时间：2018-05-02 01:21

本文选题：激励 + 非营销类　；参考：《大连理工大学》2014年硕士论文

【摘要】：自我国加入世界贸易组织后,按照入世协议我国兑现了金融开放承诺,外资银行进入我国金融市场的门槛降低。随着外资银行的进入,中资银行不但受到业务冲击,同时也出现了人才大量流失的现象。在“人才是第一资源”的今天,如何吸引人才、留住人才、激励人才、积极有效的开发人才已成为中资银行持续经营、快速发展、增强市场竞争力的突出问题。商业银行员工的岗位总体划分为营销类和非营销类,营销类岗位主要是客户经理,非营销类岗位一般包括前台业务操作类员工和中后台专业技术类员工。从表面上看,营销类员工是银行利润的主要创造者,而非营销类员工为银行创造的价值往往被忽视,对这类员工的激励问题也缺乏研究。事实上,非营销类员工在商业银行的经营发展中起到了十分重要的作用,尤其是前台非营销类员工。由于此类员工每天直接面对客户,在客户服务和客户关系的维护上发挥着积极的作用,随着商业银行全员营销理念的加深,部分非营销类员工参与营销工作的时间甚至超过了其自身岗位业务操作时间,为商业银行创造的潜在价值和实际价值也逐渐凸显。但是,由于薪酬分配不平等、晋升制度不完善、工作灵活性差异大等因素导致了非营销类岗位员工工作积极性不高、人才流失现象严重。本文以中国银行K银行前台非营销类员工的激励问题为视角,运用西方激励理论,对该银行前台非营销类员工的激励问题设计系统性优化方案,使此类员工的价值得到最大程度的发挥,创造更多的经营业绩。
[Abstract]:Since China joined the World Trade Organization (WTO), China has fulfilled the promise of financial opening in accordance with the WTO accession agreement, and the threshold for foreign banks to enter our financial market has been lowered. With the entry of foreign banks, Chinese banks not only suffer business impact, but also a large number of brain drain phenomenon. In today's "talent is the first resource", how to attract talents, retain talents, motivate talents and develop talents actively and effectively has become a prominent problem for Chinese banks to continue to operate, develop rapidly and enhance market competitiveness. The positions of commercial bank employees are generally divided into marketing and non-marketing, marketing positions are mainly account managers, non-marketing positions generally include front-end business operations staff and mid-background professional and technical staff. On the surface, marketing employees are the main creators of bank profits, but the value created for banks by non-marketing employees is often ignored. In fact, non-marketing employees play a very important role in the development of commercial banks, especially the front-stage non-marketing staff. As these employees directly face customers every day, they play a positive role in customer service and customer relationship maintenance, with the deepening of the commercial bank marketing concept, Some non-marketing employees participate in marketing work for more time than their own job operation time, the potential value and practical value for commercial banks are also gradually highlighted. However, due to the unequal salary distribution, the imperfect promotion system, the great difference in the flexibility of work and other factors, the non-marketing post staff work enthusiasm is not high, the phenomenon of brain drain is serious. From the perspective of the incentive problem of non-marketing employees in Bank of China K Bank, this paper designs a systematic optimization scheme for the incentive problem of non-marketing employees in the Bank of China by using the western incentive theory. To maximize the value of such employees, create more business performance.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F832.33

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