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MBA硕士毕业论文_发银行南通分行客户经理离职问题研究PDF

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更新时间:2022/9/11(发布于江苏)

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股份制银行作为我国商业银行体系中的一支主力军,对金融业乃至国民经济 发展都有着不可或缺的作用。一个企业能够可持续发展的最重要的资源便是人才, 而客户经理作为银行的核心人才,可以说是银行与客户交流的纽带,是银行实现 整体战略与计划的主要落实者,因此如何更好的管理好客户经理、更全面的考虑 到客户经理的需求,尽可能的留住客户经理、降低其离职率,是现如今股份制银 行亟需解决的一个问题。与此同时,面对复杂的经济形势及互联网金融的大面积 冲击,传统的银行业必须走向创新驱动,而创新的源动力便是人才,因此各类银 行、各个银行之间上演着激烈的人才争夺战。在这场人才争夺战中,部分股份制 银行由于没有给予足够的重视,因而损失了一批人才。 浦发银行南通分行近五年的客户经理离职率日益攀升,直接影响了分行的经 营绩效。本文通过对浦发银行南通分行客户经理“离职”原因进行分析,指出导 致该群体流失的主要原因有薪酬制度、员工职业生涯规划、绩效考核、培训制度 和离职成本等,因此,为了有效降低员工离职率,浦发银行南通分行有必要进行 人力资源管理的全面深化改革。本文从企业的薪酬制度、员工职业生涯规划、绩 效考核等角度着手,对银行的人力资源管理的各个方面提出了建议,从而能够降 低客户经理离职率、增强客户经理团队力量,提升浦发银行南通分行的经营效益。 关键词:浦发银行,客户经理,员工离职 MBA学位论文 作者:张睿 浦发银行南通分行客户经理离职问题研究 II RESEARCH ON THE DEPARTURE OF ACCOUNT MANAGER OF NANTONG BRANCH OF PUDONG DEVELOPMENT BANK Abstract As a main force in China's commercial banking system, joint-stock banks have an indispensable role in the development of the financial industry and even the national economy. The most important resource for an enterprise's sustainable development is talents. As the core talents of a bank, the account manager can be said to be the bond between the bank and the customer. It is the main implementer of the bank's overall strategy and plan, so how can it be better? It is a problem that joint-stock banks urgently need to solve now that it is necessary to manage the account manager well, to consider the needs of the account manager more comprehensively, to retain the account manager as much as possible, and to reduce its turnover rate. At the same time, in the face of the complicated economic situation and the large-scale impact of Internet finance, the traditional banking industry must be driven by innovation, and the source of innovation is talent. Therefore, there are fierce talents among various banks and banks. Battle. In this battle for talents, some joint-stock banks lost a group of talents because they did not pay enough attention. The turnover rate of client managers of SPD Nantong Branch in the past five years has been increasing, which directly affects the branch's operating performance. This article analyzes the reasons for the "resignation" of the account manager of the Shanghai Development Bank Nantong Branch, and points out that the main reasons for the loss of this group are the compensation system, employee career planning, performance evaluation, training system, and turnover cost. Therefore, in order to effectively reduce employee turnover Rate, it is necessary for SPDB Nantong Branch to carry out comprehensive deepening reform of human resources management. This article starts from the perspective of the company's compensation system, employee career planning, performance evaluation, etc., and proposes various aspects of the bank's human resource management, which can reduce the turnover rate of client managers, MBA学位论文 作者:张睿 浦发银行南通分行客户经理离职问题研究 III strengthen the strength of the client manager team, and improve the Shanghai Pudong Development Bank Nantong Branch. Operating benefits.