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英国paper代写-Bank human resource management

2018-05-12 | 来源:51due教员组 | 类别:Paper代写范文

下面为大家整理一篇优秀的paper代写范文- Bank human resource management,供大家参考学习,这篇论文讨论了银行的人力资源管理。在如今的金融资本的时代,银行应该要认清自己所处的位置与形势,从微观细节方面做好人力资源管理工作,并制定相应的宏观发展策略,注重银行人力资源管理部门的角色转换,引入高效率培训机制,强调构建薪酬管理与绩效考核管理的创新模式,认真把握企业人才这一宝贵资源,才能确保银行在激烈的市场竞争中占得优势。

human resource management,银行人力资源管理,论文代写,essay代写,paper代写

In essence, the vast majority of commercial Banks in China in the face of the employee's development mechanism and the adjustment is not mature, the bank enterprise itself has no employees as the future development of unlimited development of treasure resources. In other words, many Banks have not enough training on education for employees, and cannot adapt and match business development and modern financial innovation needs. The Banks themselves to human resources development system to calculate the allowance for depreciation of talents of science and technology knowledge, if the annual depreciation rate between 20% ~ 20%, the bank will be for at least 3 ~ 5 years to the knowledge and skills needed for a major update, even on the change of human resources. At present domestic commercial Banks did not do a good job in basic training on employees' skills do not implement spread widely with the staff dedicated to strengthen, this led to the bank in a passive in the increasingly fierce market competition situation, this is not only for their development mechanism of the development of the immature and backward, and also lies in their costs of human resource management.

The performance appraisal should be the core of human resource management of modern enterprises. For the bank enterprises, the performance assessment means the difference of the position talents. In this regard, the bank must attach importance to it. But existing in our country commercial bank in the performance evaluation standard and system is not science, its specific performance is the following 3 points: not for different rank position and evaluation standard to distinguish the different categories of staff, performance appraisal is a whole, objective and relatively abstract, can realize the qualitative quantitative analysis is difficult to achieve, eventually resulting in the insufficient evaluation objective; There is no standard exact positions and job level analysis, cannot make position in the process of performance appraisal standardized, and this led to the assessment in the process of different ranks, different employees' responsibilities defined relatively obscure; Banks lack of key performance indicators KPI performance appraisal, it is also the bank staff positions lifting and rewards and punishment mechanism on the basis of the most critical operation objective about this lack of key basis for performance appraisal? C can only superficial form, unable to touch deep connotation of the enterprise human resources management, even said it has deviated from the basic management goal of commercial Banks, the bank also has negative impact on the future development.

At present, the national state-owned commercial Banks implement the salary management system of total amount control, in fact it's measures for the administration and enterprise management principle contradiction of state-owned commercial Banks at present, the total amount of check and ratify is disjointed with the actual situation, so it is difficult to play a role of enterprise to the staff's incentive and constraint. Because essentially, state-owned commercial Banks in the artificial cost control is mainly based on income and benefit basis, but its malpractice is relatively is also very outstanding, it is because the total amount control caused the layers of decomposition of bank compensation system, the result is that business performance cannot the associated with salary distribution system itself, so it is not conducive to improve the level of human resource management, improve also of no help to the enterprise benefit. Distribution of wages by the enterprise on the one hand, the bank again also taking collectivization cauldron rice line, grade wage system is not clear, more not associated with the local social average wage level, the human resources management for Banks is bad.

Banks in China in terms of human resource allocation mechanism for the overall rigidity, mainly focus on the project configuration and often ignore the market allocation, the unreasonable allocation mechanism also let enterprise level and personnel deployment in a passive state, often there will be a technical personnel and management personnel lack of human resource shortage problem.

As can be seen from table 1, in comparison, joint-stock commercial Banks are superior to state-owned commercial Banks in terms of staff quality and human resource allocation. As one of the huaxia bank as an example, from 2012 ~ 2016 of assets scale of annual average increasing rate is over 110%, annual average increasing rate of deposit of 193%, annual profit growth of 45%, the per capita net income of 250000 yuan of above can be achieved with the Banks themselves in the field of human resources is has good configuration.

In the process of human resource management, our bank should emphasize strategic optimization, in other words, to reposition the relevant functions of human resources management in the new period. Specifically, human resource management should be the actual development strategic objectives relate to each other, with the bank on bank's future development plan to develop the corresponding human resource management solutions, and through the human resource management practice to adjust for the Banks to win more advantage, to ensure that the bank management goal of the organic. Therefore, bank of human resource management department should always think about their work every one whether meet, bank interests can cater to bank strategic development planning, it should do a good job in the corresponding auxiliary help Banks quickly achieve the future planning and management goals.

In the aspect of human resource management, the banking system should focus on the welfare and consumption investment process, build the "learning" bank, and change the existing concept of human resource management in the bank. In particular, Banks should set up a reasonable investment view of human capital, and pay more attention to human capital investment than material capital investment. Therefore, Banks should according to their own need to develop human capital quality and related requirement, clear of staff in-service education training process, to ensure that the bank of targeted and effective to strengthen human capital investment and thus indirectly increase in labor productivity.

Again on the other hand, human capital investment cost reduction is also an expression of the bank set up a "learning", its goal is to effectively improve the efficiency of enterprise employee oriented training and training costs, for employees to develop effective training mechanism, optimizing training methods, final objective and effective training evaluation results are presented for the employees. After the training, companies should also send out surveys to employees seeking information feedback, such as "what is the most beneficial learning content you feel during the training process?" ", "what kind of training do you think will apply to real work?" ", "what advice do you have for training?" And so on. Through the feedback of questionnaire information, the bank can also understand its deficiencies in the construction of "learning" human resource management mechanism and improve it.

Human resource performance evaluation system is the modern bank must build information system for human resource management, one of it can make the working process of the bank's human resources more rationally, can also redefine the bank internal salary distribution mechanism, and thus indirectly to motivate the employees. In the traditional management mode, the performance evaluation management of bank employees is often reflected as the result quantification, but the evaluation of the staff's work process is not objective and scientific, and it is also unfair. So the bank should also parallel through the analysis of the performance of quantitative and qualitative standard, reasonable and flexible adjustment of performance appraisal level, for the different positions of the nature of employee is given different standard assessment index, for example, production, profit on sales, customer development indicators such as number of targeted adjustment.

At present domestic some Banks have been identified in terms of the performance evaluation assessment three sources of assessment index, they are: bank level targets, post or department duties, the superior customer demand expectations. For example, the bank's development strategy and business focus should be based on the bank's development strategy and business focus. When the bank level target is established, according to the target decomposition to each department of branch business indicators, through the intelligent planning to break down jobs, ensure that every post has definite assessment indicators, including the inspection department? T index, plan achievement rate index, individual index and bank overall strategy index. In this process, the bank needs to transform and decompose the assessment indicators, and achieve the complete unification of the indicators of bank level goals and performance assessment.

Salary system management is also an important one in human resources management innovation, good and effective compensation system can keep high level talented person, help enterprise in the fierce competition in the market environment stable. Bank employee compensation, of course, also want to and its associated responsibility, work performance, so as to ensure reasonable income gap, and realize the difference of the bank compensation management system, to overcome the traditional egalitarianism of human resource management of the Banks.

At present, in the field of banking, human resources management also has the innovation in terms of salary system, such as Total Rewards, it aims to provide building material incentive compensation system for commercial Banks, optimize enterprise in salary, welfare and the overall level of work experience. The work experience is a new "measuring stick", which measures the more difficult quantitative indicators among employees, which is the relationship between work experience and salary return and welfare treatment. From the "overall compensation return" the content of the innovation system, it includes the traditional indirect financial services, financial services and typical value at the same time, through the work content, career and affiliations, and so on aspects to optimize enterprise salary system. From a psychological point of view, it can meet the demand "maslow's demand level theory" to the hierarchy, such as enterprise staff's need for self value realization, cognitive needs, the need for respect, to the enterprise, the need for a sense of belonging, and to the needs of the development of security and so on. Overall, the "overall compensation strategy" is in line with modern bank's human resource management innovation needs.

To sum up, our country banking in the financial capital era, should recognise their own position and situation, from microscopic details to do a good job of human resource management, and formulate the corresponding macro development strategy, pay attention to the bank, the role of human resources management transformation, the introduction of efficient training mechanism, emphasize the construction of a compensation management and performance appraisal management innovation mode, carefully grasp this precious resource enterprise talents, to ensure that Banks in the fierce market competition is always good.

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