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MBA毕业论文_邮储银行兰州分行基层员工培训体系优化的研究DOC

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金融机构作为服务型中介机构,在金融体系发挥着重要的作用,在新的发展和改革 形势下,加强金融机构人力资源管理意义重大。成熟的金融机构在员工培训的组织构架、 保障体系、课程体系、师资体系、运营体系等方面,拥有完善的规章制度、丰富的培训 实践和完备的考评机制。这有利于员工凝聚力、胜任力的提升,从而不断促进企业稳步 成长与发展。中国邮政储蓄银行蛊股份有限公司于 2007 年成立,成立时间较较晚,发 展潜力厚重,属于成长性企业。虽然近几年在人力资源培养方面,分行投入大量人力、 物力,实施了一系列的创新性改革,但现有的人力资源培训体系在一定程度上仍无法满 足人才开发与革新,企业培训体系落后和员工综合素质参差不齐的现象仍然存在。 本文以中国邮政储蓄银行兰州市分行基层员工培训体系为研究对象,以国内外培训 研究现状及培训理论知识为理论依据,以现阶段基层员工培训存在的问题为导入点,提 出基层员工培训体系优化设计,最终通过研究结果的实施,确定优化设计的理论意义与 实践意义。 本文通过对培训基本理论及国内外研究现状的深入研究学习,充分掌握金融业培训 的方向和指导思想。结合邮储银行兰州分行历史发展进程和企业使命、企业组织框架、 人力资源年龄结构、学历结构和特点、人力资源培训体系等研究分析,发现该企业人力 资源培训虽已持续开展,但仍为初步发展阶段,面临着巨大的困难与挑战。本文采用随 机抽样的方式,对兰州分行下辖 10 家支行 156 名基层员工开展问卷调查,其中有效问 卷 143 份,内容涉及培训频次统计及合理性、重视程度、需求程度、讲师接受度、目的 和组织、内容、评估及整体满意度。对兰州分行 34 名各层级员工开展访谈,内容以开 放式问答为主,旨在全面深入了解培训现状。通过调研发现兰州分行基层员工培训体系 存在以下问题,一是缺乏对自身人力资源发展的认知和重视;二是缺乏统筹组织和运营 规划。因此本文针对性设计出符合邮储银行兰州分行基层员工的优化培训体系——“四 出”培训模型,即“出组织”、“出师资”、“出实践”、“出效果”。“四出”培训 模型从组织管理优化和运营体系优化着手,扩充式开展机构优化、制度优化、保障优化、 讲师体系优化、需求分析优化、培训计划优化、培训实施优化及培训评估优化。通过扎 实开展优化设计的实施,以评估数据为支撑,证明了研究成果的有效性和实用性,因此 具有积极的学术价值。 关键词,员工培训;优化;邮储银行;“四出”模型II Abstract Financial institution is the most important part of the financial system and is a kind of service-oriented intermediary organization. Strengthening human resources management is of great significance for the development of financial institutions in the new situation. We should train mature financial institutions so that they have perfect rules and regulations, rich training practices, and complete evaluation mechanisms in organizational structure, safeguard system, course system, faculty system, and operation system, which is conducive to enhancing the cohesion and competency of employees to constantly promote the steady growth and development of companies. Postal Savings Bank of China (PSBC) was founded in 2007, which was quite late. So it is still a company in the stage of growth. Though in terms of human resources, its branches have invested a lot of manpower and material resources, and implemented a series of innovative reforms, the present human resources training system has impeded the development and reform of talents to a certain extent and such phenomena as backward corporate training system and uneven comprehensive qualities for employees still exist. This paper takes the training system for grass-roots employees at Lanzhou Branch of Postal Savings Bank of China as the research objects, regards research status on domestic and overseas training and training theoretical knowledge as the theoretical basis, and starts from the problems in the training of grass-roots employees at the current stage, proposes the optimization design for training system of grass-roots employees, and finally determines the theoretical and practical significance of optimal design. Through an in-depth study of basic theories and domestic and overseas research status, this thesis fully masters the directions and guiding ideology of financial training. Through the research and analysis of historical development process, corporate mission, corporate organizational structure, age structure of human resources, academic degree structure and characteristics, and human resources training system of Lanzhou Branch of Postal Savings Bank of China, it is found that the human resource training system of the company is still in its infancy despite continuous development and faces huge difficulties and challenges. This thesis adopts the means of random sampling, carries out questionnaire survey to 156 grass-roots employees at 10 branches under Lanzhou Branch, and collects back 143 effective questionnaires covering training frequency and rationality, degree of emphasis, degree of demands, acceptance of instructors, objectives and organization, content, evaluation and overall satisfaction. Thirty-four employees at various levels of Lanzhou Branch have been interviewed mainly in the form of open Q&A for the purpose of comprehensivelyIII understanding the status of training. It is found that through survey that there are the following problems in the training system of grassroots employees at Lanzhou Branch: the lack of awareness and emphasis on the cultivation of human resources; the lack of organization and coordination and operation plans. Therefore, this paper has designed an optimized training system for grass-roots employees at Lanzhou Branch of Postal Savings Bank of China, or the “four-pronged” cultivation model, namely “organization”, “teachers”, “practices” and “effects”. This “four-pronged” training model starts from the optimization of organization and management and the optimization of operation system and vigorously conducted institutional optimization, system optimization, safeguard optimization, instructor system optimization, demand analysis optimization, training plan optimization, training implementation optimization, and training evaluation optimization. This thesis has solidly implemented optimized design, taken evaluation data as the support, proved the effectiveness and practicality of research results, and thereby possessed positive academic value. Key words: Staff Training;optimization;Postal Savings Bank of China; “Four-pronged” modelIV 目 录 摘要........................................................................................................................................... I Abstract.......................................................................................................................................II 第 1 章 绪论...............................................................................................................................1 1.1 研究背景及意义..................................................................................................................1 1.1.1 研究背景...................................................................................................................1 1.1.2 研究意义...................................................................................................................1 1.2 国内外研究现状..................................................................................................................2 1.2.1 国外研究现状...........................................................................................................2 1.2.2 国内研究现状...........................................................................................................3 1.3 研究方法..............................................................................................................................5 1.4 研究内容..............................................................................................................................6 1.5 研究思路..............................................................................................................................7 第 2 章 相关理论概述...............................................................................................................7 2.1 学习型组织理论..................................................................................................................8 2.2 终身教育理论......................................................................................................................8 2.3 人力资本理论......................................................................................................................9 2.4 培训效果评估理论..............................................................................................................9 2.5 培训相关概述....................................................................................................................10 第 3 章 邮储银行兰州分行基层员工培训体系.....................................................................12 3.1 邮储银行兰州分行发展现状............................................................................................12 3.2 邮储银行兰州分行人力资源概述....................................................................................13 3.2.1 年龄结构.................................................................................................................13 3.2.2 学历结构.................................................................................................................14 3.2.3 员工结构特点.........................................................................................................14 3.3 邮储银行兰州分行员工培训体系....................................................................................15 3.3.1 人力资源培训组织.................................................................................................15 3.3.2 培训结构体系.........................................................................................................15 3.3.3 讲师体系.................................................................................................................17 3.3.4 保障体系.................................................................................................................17 第 4 章 邮储银行兰州分行基层员工培训存在问题及分析.................................................18 4.1 问卷调查............................................................................................................................18 4.1.1 问卷内容.................................................................................................................18V 4.1.2 问卷发放与回收.....................................................................................................18 4.1.3 问卷调查结果与分析.............................................................................................19 4.2 实地访谈............................................................................................................................26 4.2.1 访谈对象与内容.....................................................................................................26 4.2.2 访谈结果.................................................................................................................27 4.3 指标分析............................................................................................................................28 4.3.1 指标内容.................................................................................................................28 4.3.2 指标分析及结果.....................................................................................................29 4.4 培训现状存在问题及分析................................................................................................30 4.4.1 企业缺乏对人力资源培养的认知和重视.............................................................30 4.4.2 企业缺乏统筹组织和运营规划.............................................................................30 第 5 章 邮储银行兰州分行基层员工培训体系优化设计.....................................................32 5.1 优化原则............................................................................................................................32 5.2 总体思路............................................................................................................................33 5.3 “四出”培训模式设计....................................................................................................33 5.4 组织管理优化....................................................................................................................36 5.4.1 机构优化.................................................................................................................36 5.4.2 保障优化.................................................................................................................36 5.4.3 讲师体系优化.........................................................................................................37 5.5 运营体系优化....................................................................................................................38 5.5.1 需求分析优化.........................................................................................................38 5.5.2 培训计划优化.........................................................................................................39 5.5.3 培训实施优化.........................................................................................................41 5.5.4 培训评估优化.........................................................................................................42 第 6 章 邮储银行兰州分行基层员工培训优化体系的实施.................................................45 6.1 实施前提............................................................................................................................45 6.2 组织优化实施....................................................................................................................45 6.3 运营优化实施....................................................................................................................47 6.4 实施效果评价....................................................................................................................48 结论与展望...............................................................................................................................50