农业银行基层支行员工归属感提升策略

发布时间：2018-05-17 13:57

本文选题：农业银行 + 归属感　；参考：《江西师范大学》2016年硕士论文

【摘要】：在科学技术日益更新、现代设备大量投放普及、市场开放程度不断加深的大背景下,金融市场瞬息万变,竞争日益加剧。伴随而来,银行内外部环境发生深刻变化。监管政策日益严密、机构改革日益规范、制度政策日益完善,同时员工的思想状况、价值观念、行为规范、社会交往等方面也呈现出多元化、复杂化的趋势;业务经营与内部管理均呈现出高度发展的趋势。银行间的竞争是系统、人力、网点资源的综合竞争,人是竞争的核心,在其中发挥着至关重要的作用。农业银行作为四大传统国有银行之一,最晚上市,受发展周期、人员结构等因素的影响,市场化程度不高,制度规范较为落后,无法充分调动员工积极性。尤其是作为传导机制最后环节的基层营业机构,传统色彩仍然较为浓厚,员工工作积极性不高,归属感较差。农业银行的分支机构遍布全国各地,截至2014年末,共有3515个一级支行和19647个基层营业机构。基层营业机构作为农业银行面向“三农”,服务城乡的前沿阵地,其竞争力直接影响农业银行的兴衰存亡。如何提升基层员工归属感、调动员工积极性成为农业银行基层营业机构当前经营管理中的一项重要课题。本文以中国农业银行股份有限公司ZCS支行为例,在对该行人力资源现状及员工归属感进行调查的基础上,从人员岗位、薪酬分配、教育培训、企业文化四个方面,对ZCS支行员工归属感问题进行了分析,并有针对性的提出了提升策略。本文的创新特色:一是灵活的用人机制,建立多专业、多条线的晋升渠道。如管理条线、专业条线、操作条线,改变过去仅仅依靠单一管理条线的晋升方式。其次是有区别的薪酬制度。如针对不同条线、不同类别岗位采取不同的绩效工资分配比例、支行网点与本部有差别的工龄工资等。第三,多元化的教育培训机制。如今后多开展文化修养、养生、压力释放、兴趣培养等方面的培训,将员工从繁重的工作中解放出来,全面提升员工素养。第四,和谐向上的企业文化,包括员工参与性的管理制度以及青年员工作用的发挥等。
[Abstract]:With the development of science and technology, the popularization of modern equipment and the deepening of market opening, the financial market changes rapidly and the competition intensifies day by day. Along with it, the internal and external environment of banks has undergone profound changes. The supervision policy is becoming more and more strict, the institutional reform is becoming more and more standardized, and the system policy is becoming more and more perfect. At the same time, the ideological status, values, norms of conduct and social communication of employees are also showing a trend of diversification and complication. Business management and internal management are showing a high trend of development. The competition between banks is the comprehensive competition of system, manpower and network resources. Human is the core of competition, and plays a vital role in it. As one of the four traditional state-owned banks, Agricultural Bank of China is listed at the latest, influenced by the development cycle, personnel structure and other factors, the degree of marketization is not high, the institutional norms are relatively backward, and can not fully mobilize the enthusiasm of employees. Especially as the last link of transmission mechanism, the grass-roots business institutions are still relatively strong traditional color, the staff work enthusiasm is not high, the sense of belonging is poor. The Agricultural Bank has branches all over the country, with 355 first-level branches and 19647 grassroots branches by the end of 2014. As the front position of agricultural bank for serving rural and urban areas, grass-roots business institutions have a direct impact on the rise and fall of agricultural banks. How to promote the sense of belonging of grass-roots employees and arouse their enthusiasm has become an important issue in the current management of grass-roots business institutions of the Agricultural Bank of China. This paper takes the ZCS branch of Agricultural Bank of China as an example, based on the investigation of the current situation of human resources and the sense of belonging of the employees, from the four aspects of personnel position, salary distribution, education and training, corporate culture, etc. This paper analyzes the problem of ZCS branch employee's sense of belonging, and puts forward the promotion strategy. Innovative features of this paper: first, flexible employment mechanism, to establish a multi-professional, multi-line promotion channels. Such as management line, professional line, operating line, change the past only rely on a single management line promotion. The second is a differentiated compensation system. Such as for different lines, different types of posts to take different performance pay distribution, branch network and this part of the different years of service wages and so on. Third, diversified education and training mechanism. Now more cultural cultivation, health, pressure release, interest training and other aspects of training, staff from the heavy work out of the overall improvement of staff literacy. Fourth, harmonious and upward corporate culture, including employee participatory management system and the role of young employees play a role.
【学位授予单位】：江西师范大学
【学位级别】：硕士
【学位授予年份】：2016
【分类号】：F272.92;F832.33

【参考文献】