I 摘要 当前银欧亿·体育（中国）有限公司面临着经济下行、竞争加剧、监管趋严的重重困难，疫情的爆发更是 加速了银欧亿·体育（中国）有限公司大转折的发展趋势。未来银欧亿·体育（中国）有限公司制胜的关键在于激发企业的核心竞争 力，而人才就是银欧亿·体育（中国）有限公司核心竞争力。农商行现行的员工晋升体系仍系沿用以往的固有 晋升模式，虽然管理者在人员晋升的抉择上考虑了许多因素，但是当完成员工提拔后， 管理者很有可能会因为―表现优秀的人才放到关键岗位上却表现得让人失望‖的情况 感到头痛，或者为了―关键岗位断层严重‖、―找不到合适的人才担重任‖而感到苦恼。 究其原因，主要是因为晋升岗位的数量有限、企业没有清晰规范的晋升标准，亦或是 因为没有切实可行的晋升标准和晋升依据等问题造成的；仅依靠管理者的主观判断难 免陷入人才选拔的误区。 本文以农商行员工晋升中出现的问题为例，试图通过引入积分制管理来解决农村 商业银行在员工晋升管理中所出现的各种问题。首先通过对国内外员工晋升方面的理 论研究、案例分析、文献研究；其次利用调研问卷的方式对陕西 X 农商行员工晋升管 理进行分析；再次运用归纳法对农商行员工晋升通道管理问题进行梳理和总结；最后 给出相应解决对策，对陕西 X 农商行员工晋升管理进行再优化。文章从分析员工晋升 通道、胜任能力、人岗匹配等方面入手，通过积分晋升模型建立员工晋升体系标准， 拓宽员工晋升渠道，拟定后备人才培养以及持续改进的体系。通过优化员工晋升管理 提升农村商业银行员工竞争力，突出银行的正向激励和人才战略目标。 文章在农商行现有扁平化管理的基础上，创新利用积分制管理模式来拓宽员工晋 升渠道，实现员工晋升标准可视化和员工晋升模式具有可操作性。文章借助员工晋升 积分制管理与人才数据库匹配，实现人岗匹配和人力资源最优化配置。希望本文能对 同类型银行员工晋升管理提供参考依据。 关键词： 农商行；员工晋升；积分制；员工激励ABSTRACT III ABSTRACT At present, the Banking is facing many difficulties such as economic decline, intensified competition and stricter supervision. At the same time, the outbreak of the epidemic has accelerated the development trend of a great turning point in the banking industry. The key to the success in the future is to stimulate the core competitiveness that is broken from within, and competitive employee is the core of the human resource power system. The existing stuff promotion system of rural commercial banks still follows the original internal administrative promotion model, although leaders consider all aspects of factors in the choice of personnel promotion, however, there are still exists in which ―a good employee behaves bad when promote him in key position‖, ―lack of succession employee in key position‖, or leaders are always distressed by ―no proper man to shoulder heavy responsibilities’’. The main reason is that the number of promotion post is limited, there are no clear and standardized promotion standards, there is no promotion basis for visual operation, and defects are inevitable to rely on subjective judgment. Based on the problems in the promotion of stuff in rural commercial banks, this paper try to establish a score system model as an objective evaluation method to solve the problem of stuff promotion, and to evaluate the standard of stuff promotion by the Inductive Method and questionnaire survey, this paper uses qualitative to re-optimize the promotion channels of employees of rural commercial banks. It starts from analyse stuff promotion channel, competence and post standard, though the evaluation model of integral system and the calculation of optimal solution, this paper finally establishes the standard of stuff promotion system, broadens the channel of stuff promotion, and draws up successor plan and stuff promotion supervise system. Through the optimization of employee stuff management to stimulate the competitiveness of employees in the key positions of the bank, shows positive incentives guiding and human resources strategy of the bank. On the basis of flattening management of rural commercial banks, this paper intends to increase staff promotion channels, visual promotion standards and operational methods, identify proper successor of the team members, to achieve personnel-post matching and empower employees. It is hoped that this paper can provide a reference for the promotion management of stuff of the same type of banks. KEY WORDS: Rural Commercial Bank, Stuff promotion, Integration method, stuff incentive目 录 V 目 录 摘要...............I ABSTRACT .............................. III 第一章 绪论.............................1 1.1 研究背景及意义............... 1 1.1.1 研究背景 ............ 1 1.1.2 研究意义 ............ 2 1.2 国内外研究现状 ............... 2 1.2.1 国外研究现状 ... 2 1.2.2 国内研究现状 ... 4 1.3 研究内容与思路 ............... 7 1.3.1 研究内容 ............ 7 1.3.2 研究思路 ............ 8 第二章 相关概念与理论.......10 2.1 相关概念......................... 10 2.1.1 员工晋升 .......... 10 2.1.2 积分制管理 ..... 10 2.2 相关理论......................... 11 2.2.1 成就需要理论 . 11 2.2.2 彼得原理 .......... 11 2.2.3 胜任力理论 ..... 11 2.2.4 职业生涯发展阶段理论 ........... 12 2.2.5 积分制相关理论 .......................... 13 第三章 陕西 X 农商行员工晋升管理现状.........16 3.1 陕西 X 农商行简介及组织架构 ................... 16 3.1.1 简要介绍 .......... 16 3.1.2 组织架构 .......... 17 3.2 员工调研问卷................. 17 3.2.1 问卷设计思路 . 17西北农林科技大学硕士学位论文 VI 3.2.2 调研问卷分析 . 18 3.3 员工晋升管理现状分析 .... 28 3.3.1 存在问题分析 . 28 3.3.2 问题产生原因 . 30 3.3.3 尝试解决方向 . 31 第四章 员工晋升管理积分制及模型..................32 4.1 积分制对人力资源管理的意义.................... 32 4.2 积分制管理实现的基础 . 33 4.2.1 顶层决策及信心 ....... 33 4.2.2 结合经营目标 ........... 33 4.2.3 公平公正公开 ........... 33 4.2.4 持续改进思维 ........... 33 4.3 积分管理制框架与指标 . 34 4.3.1 积分制框架 ..... 34 4.3.2 积分指标设置 . 35 4.4 员工晋升积分制模型 ..... 39 4.5 员工晋升积分制管理 ..... 41 第五章 陕西 X 农商行员工晋升优化建议.......42 5.1 用积分制构建激励性的晋升制度................ 42 5.1.1 总体思路 .......... 42 5.1.2 晋升原则 .......... 42 5.1.3 晋升标准 .......... 43 5.1.4 监督与评估 ..... 44 5.1.5 退出机制 .......... 44 5.2 用积分制打造公平公正的竞争体系 ............ 45 5.3 以积分制为基础畅通员工晋升通道 ............ 45 5.3.1 加宽、延长晋升通道 ................. 45 5.3.2 晋升与薪酬互相促进 ................. 47 5.3.3 员工积分制晋升路线 ................. 48 5.3.4 轮岗，照顾更多需求 ................. 49 5.4 用积分制实现最佳人岗最佳匹配 ................ 49 5.4.1 胜任能力 .......... 49 5.4.2 数据库 ............... 50目 录 VII 5.4.3 人岗匹配 .......... 50 5.5 培训贯穿至员工晋升管理方方面面 ............ 51 5.6 以积分制为基础实现后备人才培养 ............ 51 5.7 相关体系支撑 ................. 52 5.7.1 与战略目标对接 ........................... 52 5.7.2 与企业文化对接 ........................... 52 5.7.3 与职业生涯对接 ........................... 53 5.7.4 与薪酬福利对接 ........................... 53 第六章 结论与展望...............54 6.1 研究结论......................... 54 6.2 论文局限性与展望......... 54 6.2.1 论文局限性 ............... 54 6.2.2 展望 ........................... 54