II 摘要 随着时代的不断进步，新型的用工形式不断出现，其中劳务派遣已经成为 企业不可或缺的重要用工方式。劳务派遣用工方式不仅可以降低用人成本同时 能够最大限度规避风险，优化企业人力资源结构，减少劳动人员纠纷。劳务派 遣作为一种用工补充形式，其灵活性以及经济性的特点受到各大企事业单位的 青睐。劳务派遣员工为 J 银行的社区银行发挥重要重用，建立完善的劳务派遣员 工管理体制是本次研究论题主要目的。 本文主要研究了和调查了 J 商业银行社区银行派遣员工的管理模式，介绍并 分析了现阶段派遣员工的绩效管理、情绪管理以及成长管理。通过学习及借鉴 国内外关于派遣员工的有效管理管理经验，大量翻阅派遣员工人力资源管理理 论和相关的劳动关系等基础理论知识并且通过设计问卷调查的方式，结合实际 情况，将理论与实践相结合最后分析出 J 商业银行目前对派遣员工的管理上所存 在的一些问题，其主要问题包括现阶段派遣员工薪酬待遇不合理、派遣员工归 属感不强、派遣员工在 J 商业银行发展空间受限及派遣员工自身业务素质不高 等。针对目前 J 商业银行在管理派遣员工的问题上，也提出了相应的优化建议如 下：需要合理定制派遣员工的薪酬福利待遇，做到公平公正，充分激发派遣员 工的工作积极性；提升派遣员工的归属感，完善派遣员工的转编制度；完善培 训机制，做到培训就有效果，合理利用每一位员工的宝贵时间。通过优化措施 促使 J 商业银行社区银行有序、健康发展，树立标杆社区银行的品牌形象；同时 留住大量人才，派遣员工在社区银行的团队里自身能够得到发展，形成良性循 环。 本论文的研究不仅要提升 J 商业银行社区银行对派遣员工的管理效能，同时 在此基础上更加规范国内银行业对于派遣员工的管理，使得派遣员工得到应有 的公平，同时也让银行业更加放心聘用派遣员工，达到企业与员工双赢。 关键词：劳务派遣；用工形式；人才管理；社区银行Abstract III ABSTRACT With the continuous progress of the times, new forms of employment continue to appear, in which labor dispatch has become an indispensable and important way of employment for enterprises. Labor dispatch can not only reduce the cost of employment, but also maximize the risk aversion, optimize the human resource structure and reduce labor disputes. As a supplementary form of employment, the characteristics of flexibility and economy of labor dispatch are favored by major enterprises and institutions. The main purpose of this study is to establish a sound management system for dispatched workers. This paper mainly studies and investigates the management mode of dispatched employees of J commercial bank community bank, introduces and analyzes the performance management, emotional management and growth management of dispatched employees at this stage. Through learning and learning from the effective management experience of dispatched employees at home and abroad, a large number of basic theoretical knowledge such as human resource management theory and related labor relations of dispatched employees are reviewed. Through the design of questionnaire survey, combined with the actual situation, the theory and practice are combined. Finally, some problems existing in the management of dispatched employees of J commercial bank are analyzed, The main problems include unreasonable salary, weak sense of belonging, limited development space in J commercial bank and low professional quality. In view of the current problems of J commercial bank in the management of dispatched employees, the corresponding optimization suggestions are put forward as follows: it is necessary to reasonably customize the salary and welfare of dispatched employees, to achieve fairness and justice, to fully stimulate the enthusiasm of dispatched employees; to enhance the sense of belonging of dispatched employees, and to improve the transfer system of dispatched employees; to improve the training mechanism, so that training is effective and reasonable Use every employee's valuable time. Through the optimization measures to promote the orderly and healthy development of JAbstract IV commercial bank community bank, establish the brand image of bench marking community bank; at the same time, retain a large number of talents, send employees in the community bank team to develop themselves, forming a virtuous circle. The research of this paper is not only to improve the management efficiency of J commercial bank community bank for dispatched employees, but also to standardize the management of dispatched employees in domestic banking industry on this basis, so that the dispatched employees can get the due fairness, and at the same time, the banking industry can more safely hire dispatched employees, so as to achieve a win-win situation between the enterprise and employees. Key words: labor dispatch; employment form; talent management；community bank目录 V 目 录 第 1 章 导 论..............................................................................................................................1 1.1 研究的背景和意义 .....................................................................................1 1.1.1 研究的背景 ...................................................................................1 1.1.2 研究的意义 ...................................................................................2 1.2 国内外研究的现状 .....................................................................................3 1.2.1 国外研究现状 ...............................................................................3 1.2.2 国内研究现状 ...............................................................................4 1.2.3 文献简评 .......................................................................................6 1.3 研究的思路及研究方法 .............................................................................7 1.3.1 研究的思路 ...................................................................................7 1.3.2 研究的方法 ...................................................................................7 第 2 章 相关概念和理论.............................................................................................9 2.1 劳务派遣概述 .............................................................................................9 2.1.1 劳务派遣的概念 ...........................................................................9 2.1.2 劳务派遣的分类 ...........................................................................9 2.1.3 劳务派遣的特征 .........................................................................11 2.1.4 劳务派遣用工与正式用工的区别 .............................................11 2.1.5 劳务派遣相关法律法规 .............................................................12 2.2 人力资源配置理论 ...................................................................................13 2.3 劳动关系理论 ...........................................................................................14 第 3 章 J 商业银行社区银行派遣员工管理现状.....................................................16 3.1 J 商业银行社区银行发展现状..................................................................16 3.1.1 J 商业银行社区银行发展历程....................................................16 3.1.2 J 商业银行社区银行的定位和优势............................................16 3.1.3 J 商业银行社区银行组织构架....................................................17 3.2 J 商业银行社区各类用工形式和岗位构成..............................................19 3.2.1 J 商业银行社区银行用工形式....................................................19 3.2.2 J 商业银行社区银行岗位构成....................................................20目录 VI 3.3 J 商业银行社区银行派遣员工管理制度..................................................21 3.3.1 绩效管理 .....................................................................................21 3.3.2 情绪管理 .....................................................................................22 3.3.3 成长管理 .....................................................................................23 第 4 章 J 商业银行派遣员工管理存在的问题及原因分析.....................................24 4.1 派遣员工问卷调查概况 ...........................................................................24 4.1.1 问卷设计 .....................................................................................24 4.1.2 调查概况 .....................................................................................24 4.2 J 商业银行社区银行派遣员工管理存在的问题......................................29 4.2.1 薪酬福利待遇不公平 .................................................................29 4.2.2 派遣员工归属感不强 .................................................................30 4.2.3 派遣员工职业规划不合理 .........................................................31 4.2.4 派遣员工流失严重 .....................................................................31 4.2.5 派遣员工个人业务素质不高 .....................................................32 4.3 J 商业银行社区银行派遣员工管理存在问题的原因分析......................32 4.3.1 用工单位原因 .............................................................................32 4.3.2 个人原因 .....................................................................................34 第 5 章 J 商业银行社区银行派遣员工管理优化建议.............................................35 5.1 合理制定派遣员工薪酬制度 ...................................................................35 5.1.1 完善绩效考核制度 .....................................................................35 5.1.2 提倡同工同酬 .............................................................................36 5.1.3 完善福利待遇 .............................................................................36 5.2 提升派遣员工归属感 ...............................................................................38 5.2.1 加强企业文化建设 .....................................................................38 5.2.2 加强员工情感激励 .....................................................................38 5.3 拓宽派遣员工职业生涯规划 ...................................................................39 5.3.1 完善派遣员工转编制度 .............................................................39 5.3.2 实行网点派遣员工轮岗制 .........................................................40 5.4 加强派遣员工素质教育 ...........................................................................40 5.4.1 完善培训教育体系 .....................................................................40 5.4.2 个人业务素质提升 .....................................................................42目录 VII 第 6 章 结论与展望...................................................................................................43 6.1 研究结论 ...................................................................................................43 6.2 研究不足与展望 .......................................................................................43 致谢.............................................................................................................................45