Human Resource Management Study In The National Commercial Banks

The Capital, the Land and the Labor are the three production elements. As the human being enters the 21th century, human resource becomes the strategic part. The competition of the banks results in the competition of the talents. Human resource plays an important role for the banks to make the profit. After China joined WTO, within 5 years, the foreign banks would be wholly allowed to do RMB operation and the customer service affairs in China. All affairs of banks should be open to the world. Both the national banks and the foreign banks focus on the financial talents. As usual, the foreign banks employ the local managers and sales. With the help of competitive salary, training and career development, they interest many talents who know well about the national banking business, market and public affairs. However, in the national commercial banks, the HRM is based on the traditional planned economy system. There exit many problems and defects. It has lower competition. I mainly do the study to find the measures to enhance the HRM in the national commercial banks and ensure the banks of winning the talents and sustainable development.The thesis is composed of five chapters, talking about the HRM in the national commercial banks.Chapter 1 is the definition of the HRM. It mainly introduces the definition and development of the HRM, describes the characteristics of the HRM in the commercial banks, providing the reference to analyze the HRM in the national commercial banks.Chapter 2 is the characteristics and experience of the HRM in the foreign banks. The foreign banks have developed from the unitary business to the compound affairs. This chapter analyzes the characteristics of the HRM in each stage, and summarizes the experience for the reference.Chapter 3 is the new challenges faced by the HRM in the national commercial banks. After China joined WTO, it is clearly stipulated to open all banking affairs. In this case, the national commercial banks inevitably meet the challenges from the foreign banks on the human resource. Meanwhile, the national commercial banks need the talents to meet the requirement of the technical revolution, blending business and banking innovationChapter 4 is the disadvantage of the traditional HRM in the national commercial banks. This chapter makes the full analysis about the HRM in the national commercial banks and points out the problems and management defects. The national commercial banks lack a completed system to train and exploit the staff. The training method is usually dull. Theperformance review procedure is not logistical and effective. Sometimes, it is contradictive with the banks' business goals. The benefit and compensation system is not reasonable and suitable. Recently, the talents resigned more frequently than before. Meanwhile, the national commercial banks lacks an efficient system to determine what kind of staff suited the appointed working position. Staff distribution usually sticks on the planned economy principles, instead of the marketed economy rules.Chapter 5 is the personal options about the HRM innovation in the national commercial banks. The HRM in the national commercial banks should take on the strategic position. The national commercial banks should be conscious of importance of the investment on the human resource. They should establish a set of reasonable performance review and appraisal procedure, and take the benefit & compensation reform on a larger scale. The national commercial banks take the burden of too many staffs. They should decrease the volume of the staff. Besides, the distribution of the human resource is not reasonable and effective. The banks make the reform, to put the right staff on the right position.