Abstract
Abstract
State owned commercial banks are the main body of China's commercial
banking system. They play an important role in economic and social development and
maintain the lifeline of the national economy and economic security. Over the years, it
has made important contributions to supporting reform, promoting economic
development and maintaining social stability. Modern economy has entered the rapid
development stage of informatization, digitization and intelligence. Science and
technology finance and online finance are also constantly changing the financial
industry. In the case of the continuous reduction of the total number of personnel,
carrying out the rearrangement, combination and optimization of personnel and post
institutions, and promoting commercial banks to take the road of efficient and
intensive modern management are the efforts of commercial banks to improve their
core competitiveness under the new situation.
W branch of Agricultural Bank of China is a large state-owned commercial bank.
For historical reasons, there was basically no personnel recruitment from 1995 to
2003. Campus recruitment has been resumed since 2004, and large-scale recruitment
has been carried out after 2010. Although the total number and structure of personnel
have been supplemented and restored, the fault of personnel structure is very obvious,
the allocation of human resources is not ideal, and the internal contradictions are
gradually expose. In 2010, W branch carried out a human resources reform, but the
reform did not solve the fundamental problems. There are still many shortcomings in
post optimization and promotion channels, and new problems are still emerging.
Therefore, it has certain practical guiding significance for the later development of W
branch to study the current situation and existing problems of human resources of W
branch of Agricultural Bank of China and put forward solutions.
This paper focuses on the analysis of the current situation of human resource
allocation in W branch. Combined with the relevant theories of human resource
management and the actual situation of human resource posts in W branch, it is found
that there are many problems in the human resource allocation, such as overlapping
departmental responsibilities, redundant organs, unreasonable personnel distribution,
narrow promotion channels and so on。As a result, the staff enthusiasm of W branch is
not high and the organizational efficiency is weakened; Combined with these
problems, the author puts forward some suggestions on the optimization of human
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Abstract
resource allocation one by one: 1st, it puts forward the optimization of human
resource allocation with personnel as the core, makes a good adjustment of the total
number of personnel and regional distribution, and alleviates the management
contradiction between young and middle-aged employees; 2nd, take post as the core
allocation optimization measures, focusing on sorting out department responsibilities
and department adjustment; 3rd, optimize the allocation with two-way selection as the
core, set promotion channels and basic post conditions from the two dimensions of
management and specialty, and improve the competence of cadres to perform their
duties;4th, take multiple measures to strengthen employee motivation and realize the
humanized management of employees' dedication and happy work. Through
continuous optimization of human resource allocation, establish a human resource
allocation result with clear responsibility and reasonable structure finally.
Key
Words:
Human
resources;Organization
optimization;Organizational
efficiency ;Agricultural Bank of China
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目录
目录
第1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...............................................1
1.2国内外研究综述..............................................2
1.2.1国外研究现状...........................................2
1.2.2国内研究现状...........................................3
1.2.3研究评价...............................................5
1.3研究方法及思路..............................................6
1.3.1研究方法...............................................6
1.3.2研究思路...............................................6
1.3.3研究内容...............................................6
第2章相关理念与理论基础...........................................8
2.1相关概念界定................................................8
2.1.1人力资源...............................................8
2.1.2人力资源管理...........................................8
2.1.3人力资源配置...........................................8
2.1.4人力资源配置优化.......................................8
2.2人力资源配置优化理论........................................8
2.2.1人组织匹配理论.........................................9
2.2.2人岗匹配理论...........................................9
2.2.3胜任力模型理论.........................................9
第3章 W分行人力资源配置现状......................................11
3.1中国农业银行简介...........................................11
3.2 W分行基本情况..............................................11
3.2.1 W分欧亿·体育（中国）有限公司务经营情况....................................11
3.2.2 W分行人员结构分析....................................12
3.2.3 W分行岗位配置情况....................................14
3.2.4 W分行人员分布分析....................................16
3.3同业人力资源配置情况.......................................17
第4章 W分行人力资源配置调查与分析................................19
4.1 W分行员工问卷调查..........................................19
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