在特定的组织内部，如果能够促进员工不仅能够胜任岗位的工作，同时 也能够在该岗位上产生更加优异的成果，那么就可以定义为岗位胜任力。在 社会发展的进程中，人力资源管理在现代化企业中的管理职能在不断的丰富， 这也让现代化企业中对于人力资源岗位胜任力的要求也越来越高。 本文所研究的 M 银行哈尔滨分行是 M 城商行唯一的一家域外分行，本 文通过对目前银行业背景的概述，提出本文的研究意义和目的，进而对 M 银 行的发展概况和组织结构进行分析，从 M 银行哈尔滨分行的人力资源结构现 状、岗位胜任能力与岗位需求现状、员工素质与市场竞争要求现状以及人员 储备与实际岗位需求现状分析了 M 银行哈尔滨分行的岗位胜任力体系现状。 总结归纳出了 M 银行哈尔滨分行存在的问题：岗位胜任力体系的考评目的不 明确；考核过程不严谨；指标设计不科学；测评方法太传统；考核部门缺乏 培训。并进行了原因分析：一是内部机制不完善；二是专业人才缺乏；三是 基础管理工作不扎实。因此确定了解决方案，重新构建和完善 M 银行岗位胜 任力体系：重新设计考核指标；优化测评方法；细化考核流程；强化考评目 的；大力推进考核培训。最后，设立了岗位胜任力体系的实施措施并建立保 障措施。 M 银行哈尔滨分行的岗位胜任力体系设计与实施策略，既能促进员工个 体的自我成长，又能提升企业的管理水平，更期望以此促进企业管理制度完 善及管理转型升级，此次研究主要是以 M 银行哈尔滨分行为例，对其进行岗 位胜任力体系的建设，这不仅对 M 银行哈尔滨分行人力资源管理有着积极的 提升作用，对于其他企业的岗位胜任力体系建立也是有着一定积极的意义。 关键词：岗位胜任力；员工管理；测评体系哈尔滨工业大学工商管理硕士学位论文 - II - Abstract Within a particular organization, if you can promote an employee who is not only qualified for the job, but also able to produce better results in that position, then it can be defined as post competency. In the current stage of social development, the role of human resource management in modern enterprises is becoming more and more important, and its related management functions are continuously enriched, which also makes the requirements for human resources post competence in modern enterprises higher and higher. . The Harbin branch which we researched in this paper is the only branch outside the region of M bank. By summarizing of the current bank industry background, proposed the research significance and purpose of this paper, and further analyzed the development situation and organizational structure of M bank. Base on the current situation of M bank's human resource structure, competency ability and demand of position, employee quality and market competition requirements as well as personnel reserve and actual position demand, analyzed the current competency system of M bank. This paper summarizes the existing problems of M bank: the purpose of competency system assessment is not clear; the assessment process is not rigorous; Index design is not scientific; the evaluation method is too traditional; the assessment department lacks training. The reasons are analyzed in this paper: first, the internal mechanism is not perfect; Second, there is a shortage of professionals; third, the basic management work is not solid. Therefore, the solution was determined and the competency system of M bank was rebuilt and improved: the assessment index was redesigned; Optimize the evaluation method; Detailed assessment process; Strengthening the purpose of evaluation; vigorously promote the training. Finally, the system of implementation measures and the establishment of safeguards measures. The designed and operation strategy on competency system of M bank can not only promote the individual growth of employees, but also improve the management level of enterprises. The research base on competency system construction of M bank of enlighten the theory of competency system and other哈尔滨工业大学工商管理硕士学位论文 - III - companies which also have problems of competency system construction. Key words: competency, employee management, evaluation system.哈尔滨工业大学工商管理硕士学位论文 - IV - 目 录 摘要...............................................................................................................................I Abstract..........................................................................................................................II 第 1 章 绪论................................................................................................................... 1 1.1 研究背景及问题提出.........................................................................................1 1.1.1 研究背景.......................................................................................................1 1.1.2 问题提出.......................................................................................................1 1.2 研究目的及意义.................................................................................................2 1.3 国内外研究现状及评述.................................................................................... 3 1.3.1 国外研究现状..............................................................................................3 1.3.2 国内研究现状..............................................................................................5 1.3.3 国内外研究现状评述................................................................................. 9 1.4 研究内容和研究方法.......................................................................................10 1.4.1 研究内容.....................................................................................................10 1.4.2 研究方法.....................................................................................................11 第 2 章 M 银行哈尔滨分行员工岗位胜任力体系现状及问题分析..................13 2.1 M 银行哈尔滨分行基本情况..........................................................................13 2.2 M 银行哈尔滨分行工岗位胜任力体系现状............................................... 15 2.2.1 人力资源结构现状....................................................................................15 2.2.2 岗位胜任能力与岗位需求现状..............................................................16 2.2.3 员工素质与市场竞争要求现状..............................................................16 2.2.4 人员储备与实际岗位需求现状..............................................................17 2.3 M 银行哈尔滨分行员工岗位胜任力体系的问题.......................................18 2.3.1 指标设计不科学........................................................................................18 2.3.2 测评方法太落后........................................................................................18 2.3.3 考评过程不严谨........................................................................................19 2.3.4 考评目的不明确........................................................................................20 2.3.5 考核部门缺乏培训....................................................................................21 2.4 M 银行哈尔滨分行员工岗位胜任力体系现有问题的原因分析..................21 2.4.1 内部机制不完善........................................................................................21 2.4.2 专业人才缺乏............................................................................................22哈尔滨工业大学工商管理硕士学位论文 - V - 2.4.3 基础管理工作不扎实...............................................................................22 2.5 本章小结............................................................................................................22 第 3 章 M 银行哈尔滨分行岗位胜任力体系的策略构建................................24 3.1 岗位胜任力体系设计的原则及目标.............................................................24 3.1.1 岗位胜任力体系设计的原则.................................................................. 24 3.1.2 岗位胜任力体系设计的目标.................................................................. 25 3.2 强化明确考核目的...........................................................................................26 3.2.1 确保 M 银行哈尔滨分行发展战略稳步推进.......................................26 3.2.2 为 M 银行哈尔滨分行员工的人力资源管理提供有效支撑.............26 3.2.3 促进 M 银行哈尔滨分行形成优良的企业文化...................................27 3.2.4 逐步建立现代企业管理体系.................................................................. 27 3.3 重新设计考核指标...........................................................................................27 3.4 优化选择测评方法...........................................................................................30 3.5 建立健全测评流程...........................................................................................31 3.6 大力推进考核培训...........................................................................................32 3.6.1 有效组织考核培训....................................................................................32 3.6.2 测评人员的素质培训...............................................................................33 3.6.3 考核流程培训............................................................................................33 3.6.4 考核结果应用的培训...............................................................................33 3.7 本章小结............................................................................................................33 第 4 章 M 银行哈尔滨分行岗位胜任力体系的实施及保障措施.......................35 4.1 M 银行哈尔滨分行岗位胜任力体系的实施............................................... 35 4.1.1 岗位胜任力体系实施的原则.................................................................. 35 4.1.2 岗位胜任力体系实施的管理.................................................................. 36 4.1.3 岗位胜任力体系实施的步骤.................................................................. 37 4.2 M 银行哈尔滨分行岗位胜任力体系实施的保障措施..............................39 4.2.1 领导的参与和支持....................................................................................39 4.2.2 建立沟通反馈机制....................................................................................40 4.2.3 建立专门机构和申诉机制.......................................................................40 4.2.4 考核结果与激励挂钩...............................................................................41 4.2.5 营造良好的文化氛围...............................................................................42 4.3 本章小结............................................................................................................42 结 论............................................................................................................................43哈尔滨工业大学工商管理硕士学位论文 - VI -