Chinese state-owned commercial banks issue of Human Resource Management Analysis and Countermeasures

Chinese state-owned commercial banks issue of Human Resource Management Analysis and Countermeasures

Qingdao University International Business School Jing Hongquan

Abstract: In the information age, market competition in the financial sector increasingly incandescent, after carrying out the shares of state-owned commercial bank reform, human resource management determines the success of state-owned commercial banks, the rise and fall [1]

. Thus, in the face of China’s financial market is fully open to the great challenges of state-owned commercial banks must look for their own lack of human resource management, learn from the advanced experience at home and abroad, the establishment of state-owned commercial banks need to meet their own development, but also to actively cope with fierce competition modern human resources management system to meet the challenges.

Keywords: State-owned Commercial Bank Human Resources Management Financial Markets

First, the importance of state-owned commercial banks to establish a modern human resource management system

1. the establishment of a modern human resources management system is the state-owned commercial banks to improve the market competitiveness of the important safeguards

After the full liberalization of the financial markets, foreign banks have been pouring into our market, want to share our financial market this big cake, then the best way to foreign banks based on the Chinese market is the localization mode of operation, the establishment of branches [2]. This is a direct result of the loss

of state-owned commercial bank of talent, highlights the importance of state-owned commercial banks to establish a modern human resources management system. State-owned commercial banks want to compete with foreign banks in breaking the one breaking the wrist, it is necessary to start from their own human resources management reform, to win in the competition for talent, will get more economic and social benefits.

2. the establishment of a modern human resources management system is an important means of state-owned commercial banks to achieve business objectives

After the international market, the survival and development of state-owned commercial banks more dependent on market and high-quality customer resources, then communication skills of staff, market operation ability and the ability to pre-control market trends and good banking culture has become state-owned commercial banks to achieve business objectives and promote important support Banks [3]

. Then state-owned commercial banks want to make a difference in improving the quality of staff and capabilities, we must rely on their own set of scientific and rational human resource management system, as a basis to promote the comprehensive ability to enhance the training improved. Thus, the completion of bank performance and achieve business objectives, planning long-term development of state-owned commercial banks, the establishment of effective human resources management system is very necessary. Blacksmith need its own hardware, state-owned commercial banks to build a modern human resource management system is the internal market, high-quality customer resources are external, only a combination of both, state-owned commercial banks in order to achieve development advantages.

Second, the problem of state-owned commercial banks Analysis of Human Resource Management

1. the state-owned commercial banks lack of scientific and rational and effective staff training system

In the process of state-owned commercial banks in the human resource management, staff training has always been an important part of the management of state-owned commercial banks, state-owned commercial banks operating in the staff and the basic market[4],

customer communication and more dependent operating. At present, state-owned commercial banks to pay attention to the training of staff is not enough, for the lack of investment to build the training system, the lack of long-term planning, the lack of appropriate training constraint mode, in addition to part of the state-owned commercial bank staff personal qualities reasons. This has resulted in state-

owned commercial bank staff loyalty poor, more serious brain drain of some cognitive. In the field of staff training, state-owned commercial banks, compared with foreign banks, indeed there are gaps, the state-owned commercial banks need to catch up.

2. do not meet the market standard non reasonable salary and incentive system is the largest state-owned commercial banks internal brain drain

Human resources management in state-owned commercial banks there has been a problem, and that is how to attract and retain high-quality talent, and make it play an important role? The answer is very simple, it is state-owned commercial banks should establish reasonable compensation in line with market norms and reward system. Remuneration and reward system of foreign banks is more reasonable, with several levels including material rewards and spiritual rewards, etc., so that you inspire employees to work hard to improve the performance of the desire to increase their income, incentives played a role. However, China’s state-owned commercial banks to adopt a traditional seniority wage system, salary and length of service, qualifications, experience linked to, seriously hurt the younger staff and work of professional and technical staff enthusiasm, resulting in a decrease in efficiency, and the state-owned commercial banks have not Truly “Anlaoquchou, according to award-winning effect”, the loss of incentive compensation lever, it is also an expression of ideas of seniority. Faced with this situation, we need to state-owned commercial banks must adopt a pragmatic attitude of truly “fixed capital by post, according to efficient fixed pay, according to offer fixed prize[5].” Rational planning of state-owned commercial banks all levels, departments, pay grade of all ages, properly handle contradictions among the unreasonable compensation system due to the emergence, will achieve the optimal allocation of human resources to achieve the interests of state-owned commercial banks and their staff maximization.

3. the state-owned commercial banks

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in the performance evaluation and human resource management incentive mechanism is not perfect

The establishment of a performance evaluation system in line with their own development in the modern enterprise system is to examine whether or not a company an important indicator of successful operation, the state-owned commercial banks to apply. However, China’s state-owned commercial banks are not really establish their own performance evaluation system, state-owned commercial banks in the incentive management system objects are in senior management personnel based, grass-roots staff did not have a real incentive effect. We should see that incentives are mostly state-owned commercial bank short-term incentives and the existing incentives for professional and technical staff did not give a higher degree of attention, which is a long-term development of state-owned commercial banks is very negative[6]

. Meanwhile, state-owned commercial banks, there are still examination and evaluation indicators unreasonable, especially internal risk prevention and control plan, not really included in the overall assessment, it is difficult to fully quantitative assessment. “The length of service on the qualifications, re-qualifications on the background” to make personnel work has become more complex, a lot of energy will be wasted in dealing with interpersonal affairs will inevitably result in reduced efficiency, reduce economic efficiency, shelved and the loss of human resources. In this process, the administration pattern of involvement at the grassroots level staff promoted more narrow space of real professionals in senior positions is still low degree promotion confirm hindered the implementation of professional and technical personnel team building and grassroots employee career development planning. Hurt the grass-roots staff and work enthusiasm and high-quality professional and technical personnel, which is not only the loss of state-owned commercial banks of China’s financial industry also regret the whole, long-term development of the past lay hidden for China’s banking sector.

Third, countermeasures of Chinese state-owned commercial bank Human Resource Management

1. to establish a scientific and reasonable salary and reward system, diversify remuneration and reward system

First, reasonable salary does not mean egalitarianism, it does not mean completely

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break and overthrow the traditional seniority wage system, should this basis, more to the younger staff, professional and technical personnel tilt. This will not only pay attention to the age, seniority, but also the balance of the young officers, professionals, and more emphasis on efficiency and effectiveness, and promote the overall trend salary structure and rationality.

Secondly, to achieve diversification remuneration and reward system[7]

, pluralism here refers not only diversification of the pay and reward quantity, grade, salary and bonus of style should also be diversified, not only should have a base salary and benefits , there should be long-term bonus features, such as shares. There should also be spiritual rewards, such as promotion, recognition and so on. Diversification of remuneration and reward systems to long-term and short-term phase coupling, material interests and non-material interests of echoes. This can improve the overall performance of the staff, and the ability to work digging deeper potential staff, it is worth learn from state-owned banks.

2. establish and improve staff training system, the overall improvement of the overall quality of staff at all levels

Market competition environment, the state-owned commercial banks will be staff mobility is too large, increasing brain drain phenomenon, the most critical issue is the pay and reward system is unreasonable (are described above) and staff training system is not perfect. The current situation for the state-owned commercial banks, must be made to change the existing system of staff training to improve awareness of long-term training, the establishment of long-term, medium-term and short-term mutual cooperation in staff training system has a strategic plan properties.

First of all, the long term, after the full liberalization of China’s financial markets, domestic financial market competition will become normalized, from this perspective, the state-owned commercial banks must have a group of loyal and dedicated internal high-quality professional and technical personnel, for which batch of high-quality technical personnel training must be long-term continuous build a set with suitable long-term training system helps to maximize the potential of the excavation work of professional and technical staff [8]

.

Secondly, from the point of view of state-owned commercial banks, long-term reserves, mid-selection, short-term training

are essential, both involve the core interests of state-owned commercial banks. Selection is mid-owned commercial banks in the process of human resource management a watershed, how to select a reliable power is essential in line with the future development of state-owned commercial banks to state-owned commercial banks. I think mid-owned commercial banks should choose from those highly dedicated, benefits are good, high-quality customer resources grassroots staff conducted the selection, in order to improve their professional skills and communication skills as the main objective, to lay the foundation for its growth as a strategic reserve of talent, This has great significance for the long-term development of state-owned commercial banks.

Again, set a reasonable short-term training, which consists of two levels:

Training staff for coming. This should be combined with the daily work of practical ability, strive to focus on improving the actual working capacity coming staff, its future work experience and quality customer resources basis.

Short-term training for existing staff to maintain a high market sensitivity, enhance their learning ability, thus contributing to improve the overall quality of existing staff. Only short-term, medium-term and long-term three-stage model of staff training complement each other, state-owned commercial banks will really meet their own development needs forge a market-oriented personnel [9].

3. build a scientific performance appraisal system, the construction of fair and reasonable mechanisms for promotion

First, the state-owned commercial banks in the establishment of a new human resources management model should be targeted to establish a scientific performance appraisal system, state-owned commercial banks should recognize the performance appraisal focus is management rather than the assessment or evaluation of its fundamental purpose is to stimulate State-owned commercial bank staff initiative, creativity and potential in order to achieve self-management staff, which is state-owned commercial banks to achieve management objectives and benefits objectives have positive practical significance. In this process should be followed:

First, the assessment standards compliance.

Second, fair and open assessment procedure.

Third, examination results reasonable.

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数学课的几种导入方法

鄱阳县莲湖乡中心学校 朱孟兄

课堂导入是教师在一个新的教学内容或教学活动开始时，运用教学媒体和教学方式，激发学生学习兴趣，引导学生进入学习状态的一种教学行为。良好的导入能触动学生的心弦，产生“欲罢不能”的未知欲望，使学生情绪高涨，精神振奋。为学习新知创造良好的氛围，有助于学生获得良好的学习效果，本人从教二十多年，总结出如下几种数学课的导入方法。

温故知新导入方法

温故知新导入方法是教学中常用的引导方法，它可以将新旧知识有机地结合起来，使学生从复习旧知识的过程中获得新知识。例如：在讲解《合并同类项》时我们可以先帮学生复习乘法分配律，即：

8×2+12×2=(8+12)×12当2=a时

则 8a+12a=(8+12)a32×3-2×3=(32-2)×3当3=bc时

则 32bc-2bc=(32-2)bc

这样通过前面的式子，学生很容易领会合并同类项。

情景导入法

创设情景是模拟生活，使课堂教学贴近现实生活，让学生身临其境，加强感知、激发兴趣、开发思维。例如：讲解“平移和旋转”时，我们可以用计算机中的游戏“俄罗斯方块”的玩法，来发现平移的方向、距离、方法和技巧，从而使学生对平移有一个更清晰、更深刻的认识。

类比导入法

在讲解相似三角形性质时，可以全等三角形性质为例类比。全等三角形对应角、对

应边、对应线段、对应周长相等。那么相似三角形这几组量怎么样？这种方法可使学生从类比中促进 知识的迁移，发现新知识。

实践导入法

实践导入法是鼓励学生自己动手，探索知识，发现真理。如：在讲解“三角形全等中的SSS定理”时，可以让学生自己动手测量已知三角形三边长，再对两个三角形的大小、形状加以比对，得到两个三角形全等，从而得出全等三角形全等中的SSS定理。

当然数学课的导入方法千变万化，没有固定模式，它因教材而异。教学有法，但无定法。只要能为学生学习创造一个愉悦、和谐的教学氛围，激发学生的学习兴趣，唤起学生学习的自觉性和创造性，让学生愿意学，善学、乐学。就是一个成功的数学教学导入法。

Fourth, and give the staff the opportunity to defend themselves, adhere to the “people first” principle.

Only under the principle of transparency of operation, the performance appraisal system was convincing, will really push the state-owned commercial banks to establish effective modern human resources management mode. But also to establish a timely feedback mechanism, evaluation information staff for feedback, to let the staff know their actual work situation, to understand the effectiveness of their own value and efficiency sector, so as to learn from each other and comprehensive development.

Once again, the promotion of fair and reasonable mechanism or not have a great impact on the state-owned commercial bank human resource management, fair and reasonable promotion mechanism of action has two aspects:

First, fair and reasonable promotion mechanism has a strong grass-roots staff incentives.

Second, fair and reasonable promotion mechanism contributes to innovative management ideas and models.

Fair and reasonable mechanism to give the grass-roots promotion of staff to enter a channel senior management of state-owned commercial banks, which in itself has a strong grass-roots staff to temptation, to improve the effectiveness and efficiency has a great role in promoting. Grassroots staff into senior

management in favor of the management of the flow of talent, is bound to inject fresh blood brings new ideas and new changes, which the traditional management of state-owned commercial banks and the old pattern is a shock, but the state-owned commercial bank management innovation provides assistance to state-owned commercial banks to achieve long-term business objectives plays a decisive role.

[3]Yang Weihua commercial bank human resource management problem analysis and recommendations [J]. Enterprise Herald, 2010 (5), 210.

[4] Liang Luo, Earmark, Donna value of human capital owned Commercial Bank study [J], modern management science, 2009 (12): 97-98

[5] Guo Zilin, hidden rule: the enterprise’s Game [M] 2004. Beijing: Morning Glory Press.

[6] Luoming Zhong, human resource management in the unspoken rules: content, dimension and function [J] .2006 copy data Renmin University of China Overseas Labor Economics and Human Resource Management (8): 27-32.

[7] Zhao Shuming Human Resource Management [M] Beijing: China Renmin University Press, 2001.

[8] Wang Xudan commercial bank human resources management system problems and countermeasures [J]. Research on Financial and Economic Issues, 2002, (6).

[9] The song Guixia. Situation and Countermeasures owned Commercial Bank of Human Resources Management [J]. Theoretic Observation, 2003, (3).

[10] Zhao Fengyi, Mo Yan. A comparative study of the state-owned Commercial Bank of Human Resources Management [J]. Chinese high-tech enterprises, 2009,8 (3).

Fourth, Conclusion

State-owned commercial banks want competition in the financial markets must be carried out in a comprehensive win successful reform of human resources management, establish a scientific and efficient human resource management system, optimize the allocation of human resources, and maximize the mining state-owned commercial bank human resources potential utility, in order to truly achieve long-term business goals of state-owned commercial banks[10].

Reference:

[1]Xu Gui, cognitive and organizational pressure organizational change: An Empirical Study of State-owned Commercial Banks [J]. Nanjing Forestry University .2010 (1): 108-113.

[2]Peng Zhenglong, a quaternary brilliant study Chinese state-owned commercial bank management of human resources: SWOT Framework Analysis Based on Financial Development [J], 2008 (12): 49-51.

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