國(guó)有銀行員工激勵(lì)機(jī)制研究

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目 錄
摘要 ……...Ⅰ
Abstract ……...Ⅱ
第一章 國(guó)有銀行員工激勵(lì)機(jī)制概述 1
1.1國(guó)有銀行 1
1.2激勵(lì)、激勵(lì)機(jī)制 1
1.3激勵(lì)理論 2
1.3.1 早期激勵(lì)理論 2
1.3.2 當(dāng)代激勵(lì)理論 3
1.4完善我國(guó)國(guó)有銀行員工激勵(lì)機(jī)制的意義 4
第二章 我國(guó)國(guó)有銀行員工激勵(lì)機(jī)制現(xiàn)狀分析 5
2.1國(guó)有銀行員工激勵(lì)機(jī)制現(xiàn)狀 5
2.1.1 能力激勵(lì)的現(xiàn)狀 5
2.1.2 成就激勵(lì)的現(xiàn)狀 5
2.1.3 物質(zhì)激勵(lì)的現(xiàn)狀 6
2.1.4 環(huán)境激勵(lì)的現(xiàn)狀 8
2.1.5國(guó)有銀行在現(xiàn)行激勵(lì)機(jī)制下的人才流失情況 8
2.2國(guó)有銀行員工激勵(lì)機(jī)制存在的主要問題 9
2.2.1 激勵(lì)設(shè)計(jì)上沒有充分考慮差別化激勵(lì) 9
2.2.2 激勵(lì)內(nèi)容上較單一、不全面 9
2.2.3 激勵(lì)依據(jù)、評(píng)估體系不健全 10
2.2.4 約束機(jī)制上存在不足 10
2.3國(guó)有銀行員工激勵(lì)機(jī)制存在問題的原因分析 11
2.3.1 國(guó)有銀行發(fā)展的歷史遺留問題影響 11
2.3.2 國(guó)有銀行所有制的影響 12
2.3.3 國(guó)有銀行內(nèi)部組織特點(diǎn)影響 12
第三章 國(guó)外商業(yè)銀行員工激勵(lì)機(jī)制經(jīng)驗(yàn)借鑒 14
3.1日本商業(yè)銀行員工激勵(lì)機(jī)制 14
3.2美國(guó)商業(yè)銀行員工激勵(lì)機(jī)制 16
3.3德國(guó)商業(yè)銀行員工激勵(lì)機(jī)制 17
第四章 我國(guó)國(guó)有銀行員工激勵(lì)機(jī)制完善的對(duì)策及建議 19
4.1完善我國(guó)國(guó)有銀行員工激勵(lì)機(jī)制的指導(dǎo)原則 19
4.2我國(guó)國(guó)有銀行員工激勵(lì)機(jī)制完善的對(duì)策及建議 19
4.2.1 能力激勵(lì)完善對(duì)策 19
4.2.2 成就激勵(lì)完善對(duì)策 20
4.2.3 物質(zhì)激勵(lì)完善對(duì)策 21
4.2.4 環(huán)境激勵(lì)完善對(duì)策 22
結(jié) 語 24
參考文獻(xiàn) 25


[摘要]隨著中國(guó)金融體制改革的不斷深化及金融業(yè)的全面開放，銀行業(yè)的競(jìng)爭(zhēng)愈演愈烈。人才是構(gòu)成企業(yè)核心競(jìng)爭(zhēng)力的關(guān)鍵，而現(xiàn)今我國(guó)國(guó)有銀行的人才流失情況十分嚴(yán)峻，這顯示出我國(guó)國(guó)有銀行的員工激勵(lì)機(jī)制尚且存在著不足。在后金融危機(jī)時(shí)代，國(guó)有銀行如何完善激勵(lì)機(jī)制，充分發(fā)揮其吸引人才、留住人才的作用，使員工與銀行共同發(fā)展就成了一個(gè)亟需解決的問題。
本文從國(guó)有銀行的員工培訓(xùn)、績(jī)效考評(píng)、晉升、薪酬福利等多個(gè)角度分析了激勵(lì)機(jī)制的現(xiàn)狀，發(fā)現(xiàn)當(dāng)前我國(guó)國(guó)有銀行員工激勵(lì)機(jī)制存在著激勵(lì)設(shè)計(jì)上沒有充分考慮差異化激勵(lì)、激勵(lì)內(nèi)容較單一、激勵(lì)依據(jù)不健全、約束方面不完善等不足之處，結(jié)合國(guó)有銀行的自身特點(diǎn)分析產(chǎn)生原因。通過論述分析國(guó)外商業(yè)銀行員工激勵(lì)機(jī)制，借鑒成功經(jīng)驗(yàn)，再分別從能力激勵(lì)、成就激勵(lì)、物質(zhì)激勵(lì)、環(huán)境激勵(lì)上對(duì)我國(guó)國(guó)有銀行員工激勵(lì)機(jī)制的完善提出對(duì)策及建議。

[關(guān)鍵詞] 國(guó)有銀行；員工激勵(lì)；激勵(lì)機(jī)制

A Study On Employees Incentive Mechanism Of State-owned Banks In China

[Abstract]With the full opening of China's financial reform and the deepening of the financial sector, banking competition intensified. Talent is the key to constitute the core competitiveness of enterprises, and the loss of the current situation of China's state-owned Bank of talent is very serious, it shows employees of state-owned banks incentives exist inadequate. In the post-crisis era, the state-owned banks how to improve the incentive mechanism, give full play to its ability to attract and retain talent in the role, so that employees and the bank has become a common development needed to solve the problem.
This article from the state-owned Banks, staff training, performance eva luation, promotion, salary, benefits and so on many Angle analysis of the status quo of incentive mechanism, and found that the current still exist in the state-owned bank employee motivation mechanism design without fully considering the differential incentives, incentive content is relatively single, imperfect incentive based on incomplete, constraints, such as deficiency, combined with the characteristics of state-owned Banks, analysis the reason. Through discourse analysis of foreign commercial bank employees' incentive system and draw lessons from successful experiences, then respectively from ability, achievement motivation, material incentives, environmental incentive employees of state-owned Banks in China on the improvement of the incentive mechanism countermeasures and Suggestions are put forward.

[keywords] state-owned banks; Employees ' incentive; Incentive Mechanism