Allocative Efficiency Of Human Resource Of Agriculture Bank Of China S Branch : An DEA Analysis

With financial reform deepening and the degree of financial openness increasing,China’s financial industry competition is witnessing unprecedented changes. The competition of banking system has gradually formed and becomes increasingly fierce.The form of competition for commercial banks has shifted from the original product competition to market competition, and gradually transformed into the competition of human resources. Therefore, human resource will become the first resource of commercial banks to build competitive advantages. The allocation of human resource is the core management issue, and it is the key to deepen the reform of commercial bank human resources which can enhance the efficiency. As the largest and strongest commercial bank, Agricultural Bank of S Branch has achieved good results in the fierce market competition. The reasonable use and allocative efficiency of human resource will play an important role in promoting the quality of innovation and transformation.This subject has important practical significance.This paper firstly introduces the background of the selected topic significance, the research status as well as the related concepts and theories of human resource allocation and the basic situation of Agricultural Bank of S Branch from the aspects of human resources. Secondly, this paper chooses the kind of a frontier analysis—Data Envelopment Analysis(DEA) to set up the index system of human resource allocation efficiency by measuring the technical efficiency, pure technical efficiency and scale efficiency of 10 branches in 2011-2013. Through the horizontal and vertical comparison,I have more deep understanding of annual differences between the transverse and longitudinal business units. Finally, according to the results of the analysis, this paper puts forward some suggestions on how to improve the efficiency of S Branch’s human resource allocation, including optimizing personnel configuration mode, improving thecareer development plans, strengthening compensation performance appraisal,strengthening staff education training, transforming the mode of operation and management.