On The Differences In Commercial Bank Resource Allocation And Supervision System Between China Hinterland And Hong Kong

The banking complete open transition period of the promises when China joints the WTO has ended at the end of 2006, the foreign bank group (certainly also include Hong Kong banking) of entering hinterland bank market will give the challenges to the conducting of hinterland banking. At this not long transition term, the hinterland banking also carries on reforms continuously in many fields, from inside go to outside, to sound banking own conduct management system continuously, to buildup the ability of resisting risks and so on to reply for better the challenges from overseas. Therefore, to completely investigate hinterland commercial bank's present conditions and analyze the shortages among them have become an important issue today.Hong Kong's favorably endowed geographic position, long history origin and the close economic trade contacts with hinterland for many years, successful experiences of administrating banking, all of this can become an excellent study example of hinterland banking reforms. The management resource's allocation efficiency of hinterland commercial bank (include four state-owned commercial banks and shareholding commercial bank) is as research object in this article, and banking in Hong Kong is as for a comparative example. The differences between the hinterland banking and Hong Kong's will be analyzed in four aspects: banking supervision system, capital resource, credit resource, human resource. In this analysis, the capital resources of the hinterland commercial bank comprehensive level (the capital adequacy rate) is low, capital structure is too single. Credit resource analysis show that the bad asset ratio is too high, industrial structure doesn't exist in a reasonable way, and personal credit business develops slowly. Human resource management is lack of the management principle of people foremost, human resource training, human resource program, human resource development etc. all these will make the hinterland commercial banks in disadvantageous competition position in the future, further quantitative analysis also confirm this result. Considering all above-mentioned, to reform the way of the management resources of the hinterland commercial bank and to raise the bank competition ability will be certainly necessary. So this article lays claim to study the advanced management principle of Hong Kong banking, lead to a management method based on market principle, and sound internal management system etc. Finally, this article suggests that the hinterland commercial banks put forward to improve management ability in the capital, credit and human resource replaying for challenges from asset quality, technology and product, human competition and management system etc. in foreign banking.