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MBA论文_Q农商行人力资源管理存在问题及优化方案研究

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更新时间:2023/2/1(发布于广东)

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文本描述

摘要
摘要
人力资源是企业改革创新和战略升级转型的重点,是企业发展的重要战略资源之
一。农商银行作为现代化金融企业,由农村信用合作社改制而来,是服务“三农”事
业和支持地方经济发展的重要力量。然而,受历史因素影响,员工队伍老龄化、管理
体制僵化、人才培养和晋升通道不畅等问题已经成为诸多农商行人力资源管理改革中
共同存在的痛点和难点。因此,改善员工队伍结构、优化人力资源管理体系,对农商
行改革发展有着重要的现实意义。
本文以 Q农商行作为研究对象,通过数据收集、同业对比分析,对 Q农商行员工
的年龄结构、学历层次、岗位分布、人工效能等方面开展系统研究,结果表明该行员
工队伍结构存在着年龄高龄化、学历水平低、岗位结构不均衡、人工效能偏低的问题。
利用访谈调研,进一步探究人才引进、人才培养、员工激励机制,深度剖析 Q农商行
人才评价和选拔机制缺失、培养和激励机制不健全的问题。本文针对上述问题,提出
Q农商行人力资源管理的优化方案。首先通过多种方式引进高素质、年轻化、专业化
人才,初步达到改善员工队伍结构的目的。其次构建并应用胜任素质模型,建立切实
可行的人才评价机制,为人才引进和人才盘点确立标准。最后运用双因素激励理论,
分别从保健因素和激励因素两个维度,就调整薪酬结构、强化考核应用、员工晋升和
员工成长四个方面提出优化策略,进一步激发员工队伍的活力。通过提供顶层支持、
建立信息系统、改善企业文化等保障措施,推动改进方案顺利实施,以期对 Q农商行
人力资源管理工作进行改善提升,对中西部农村商业银行人力资源改革发展提供借鉴
和参考。
关键词:人力资源管理,Q农商行,胜任素质模型,双因素激励理论
I

西北大学硕士学位论文
ABSTRACT
Human resources are the focus of enterprise reform and innovation and strategic upgrading
and transformation, and one of the important strategic resources for the development of
modern enterprises. As a modern financial enterprise, Rural Commercial Bank was
restructured from the Rural Credit Cooperatives. It is an important force in serving the
agricultural financial undertakings and supporting local economic development. However,
affected by historical factors, problems such as the aging of the workforce, the rigid
management system, and the lack of talent training and promotion channels have become
common pain points and difficulties in the human resource management reform of many
rural commercial banks.
This paper takes Q Rural Commercial Bank as the research object, and conducts systematic
research on the age structure, educational level, job distribution, and labor efficiency of Q
Rural Commercial Bank employees through data collection and peer-to-peer comparative
analysis. The results show that the bank’s workforce structure has problems such as aging,
low educational level, unbalanced job structure, and low manual efficiency. Using
interviews and investigations, we will further explore the talent introduction, talent training,
and employee incentive mechanism, and deeply analyze the problems of the lack of talent
evaluation and selection mechanism of Q Rural Commercial Bank. In view of the
above-mentioned problems, this paper proposes an optimization plan for the human
resource management of Q Rural Commercial Bank. First, introduce high-quality, younger,
and professional talents through various methods to initially achieve the goal of improving
the structure of the workforce. Secondly, construct and apply a competency model, establish
a practical talent evaluation mechanism, and establish standards for talent introduction and
talent inventory. Finally, using the two-factor motivation theory, from the two dimensions of
care factors and motivation factors, respectively, optimization strategies are proposed for
adjusting the salary structure, strengthening the appraisal application, employee promotion
and employee growth to further stimulate the vitality. By providing top-level support,
establishing information systems, improving corporate culture and other safeguards, we
promote the smooth implementation of the improvement plan, in order to improve the
human resource management of Q Rural Commercial Bank, and provide reference for the
human resource reform and development of rural commercial banks.
II
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