某股份制商业银行后备人才保留计划探究

上海交通大学硕士学位论文某股份制商业银行后备人才保留计划探究姓名：周京昱申请学位级别：硕士专业：工商管理(MBA)指导教师：唐宁玉20050108AAASWOTAAAAAAATHERESEARCHONTHETALENTRETENTIONPLANOFAJOINT-STOCKCOMMERCIALBANKABSTRACTThisthesisstudiesthereasonsofhighturnoverrateinacommercialbank(hereafterreferredas“A-Bank”),basedontheanalysisofthecurrentemployeestatus,availablecasesanddatafromhumanresourcedepartmentinA-bank.ThepurposeofthisresearchistosetupaneffectivetalentretentionplanandtoprovidevaluableapproachesforretainingemployeesforA-Bank.ThefirstchapterofthethesisgaveabriefintroductionofA-bankprofile,theinternalandexternalenvironmentinbankingandSWOTanalysis;itwasthecompetitiveenvironmentthatbroughtaboutthefocusonbankingtalentsretention.Therefore,thethesistopic,studyontalentretention,becameimportant.Inthesecondchapter,adetailedanalysisoncurrentstatusofhumanresourcesanditsmanagementsystematA-bankwaspresented.Throughtheinvestigationandanalysisonthecasecollection,theweaknessinthecurrentemployeemanagementsystemwasgivenandpossiblerootcauseswerediscussed.ChapterthreepresentedananalysisoninterviewswithformerA-Bankemployeesandquestionnairesfromcurrentemployeeforretentionfailurecauses,asummaryoftherootcausesforhighturnoverratewereproposed.Inchapterfour,atalentretentionplanforA-bankwasprovided,togetherwithadetaileddiscussiononhowtobuildasystemconsistedofrecruiting,training,tocareerdevelopmentandrecognitionthatwasaimedatdiscoveringanddevelopingtalents.Attheend,theauthorgaveconclusionandprojectionsfortheA-Banktalentretentionprospect.ItwassuggestedthataslongasA-Bankputemphasisonandstrengtheneditshumanresourcesmanagementefforts,itwouldincreaseitscompetitivenessandstoodoutintheintensecompetitioninattractingandretainingthetalents.KEYWORDSHumanResource,Talent,TurnOverRate,RetentionPlan2005181AASWOTAAAAAAAAA1A10611111AFigure1-1TheschematicstructureofA-bankA112111563,315,00020.07%2210,250,0007.49%3116,000,0004.13%4100,000,0003.56%5100,000,0003.56%658,000,0002.07%750,000,0001.78%847,650,0001.70%945,000,0001.60%1044,100,0001.57%1141,580,0001.48%1241,580,0001.48%1335,055,4151.25%1434,650,0001.23%1534,650,0001.23%1633,765,1891.20%1731,500,0001.12%1830,000,0001.07%1926,250,0010.94%2026,250,0000.94%2126,154,5810.93%2224,360,0000.87%2323,100,0000.82%2421,000,0000.75%2521,000,0000.75%2619,530,0000.70%2713,860,0000.49%2813,230,0000.47%2913,125,0000.47%3011,550,0000.41%3111,550,0000.41%3210,500,0000.37%3310,500,0000.37%3410,500,0000.37%3510,500,0000.37%3610,000,0000.363A20031212A1996200319961834921720031,5689421,710.3AA12003A1,568380321,322.731831.71923723.852.924.8200312512002926.2324.8352003941.867474.33312A200326410614.25308205820039Ae40614.9699eeAA296A2003A40043.4A220031710.3AA52003A361.8179.97102003956200398.596.449.53AAATM28ATM240POS397282AISO90014200343236771086056A40AA200331AA62003A103eAeAInternet2003374AA200310200A8461200311300A852003122450A1316WTOWTO840199817945.5250050279104.6600102519983725371.481014.82794129.37617851998109.774417.677.0726.5610.6322.519.0127.3410.9499019331934198519861..1999114A901012ASWOTFigure1-2TheSWOTanalysisofA-BankWTOA11A10630AAA1996151130243040511403885234101020124521Figure2-1Theemployee’seducationstructureofA-bankduringtheperiodofcreditcorporation22Figure2-2Theemployee’sagestructureofA-bankduringtheperiodofcreditcorporation1996110111345411143819515030822304010274019514040234453723Figure2-3Theemployee’seducationstructureofA-bankintheperiodofcitycooperatebank1424Figure2-4Theemployee’sagestructureofA-bankintheperiodofcitycooperatebank1998A1106112906201550930503010333040113740930404023437301525AFigure2-5Theemployee’seducationstructureofA-bank26AFigure2-6Theemployee’sagestructureofA-bank16A1A2AA3A4AAA5171AA23AAA418192021A222324A503020A252531312531A14.2142.624151.333.7161.443.2172.251.1182.561.3193.971.2202.181.1211.291.2221.1103.1233.2112.5242.9121.4251.1131.526A00.511.522.533.544.51234567891011121314151617181920212223242531AFigure3-1ThesatisfactiondegreeofA-bank215272841Figure4-1TheflowchartoftalentretentioninA-bank29AAAAA1AAAAA2AAAAAWTOAA1AAA302A34AAAA1AAA413141A2A4242A323AAAAA12AAA151A3343nnnnnnnnnnnnn2A3AAA21A1342A3AA4AA5AAAA1AA352AA3A453644453746AA1A3823942Figure4-2Theflowchartofcareerplanning404143AFigure4-3TheconventionalcareerdevelopmentrouteofA-bank/4246A431203080902A344AAAA45AAA1A2AAAAA46A1AA2A3474849[1]2001107125253260[2]1999106208[3]E[4]1999132[5]1999165193[6]200082426[7]2003104546[8]20031142830[9]20028152155[10]2003116668[11]20021250[12]20023550[13]19994060[14]200268102[15]20027689[16]200267102[17]200123427250[18]19995478[19]2003123130[20]19987998[21]19996578511A15425535645755865976086196210631164126513661467156816691770187119722073217422752376247725782679278028812982523083318432853386348735883689379038913992409341944295439644974598469947100481014910250103511045210553106532545556[1]165166MBA200518105A200518某股份制商业银行后备人才保留计划探究作者：周京昱学位授予单位：上海交通大学相似文献(10条)1.期刊论文邵斌.黄玉斌.冯瑞.周曰智.SHAOBin.HUANGYu-bin.FENGRui.ZHOUYue-zhi我国奥运优势项目体操人力资源的有效管理-上海体育学院学报2009,33(3)采用问卷调查、访谈等研究方法,对我国奥运优势项目体操行政管理体制、专业管理人员、运动员队伍建设、运动员后备人才培养等进行研究.认为:我国体操项目的行政管理体制、管理制度保障总体上是有效的,国家体操高级管理人员的核心作用显著,运动