A Research On Human Resource Allocation Of Rural Commercial Bank In China

In the era of globalization surging,the international mainstream economics agreed:material capital investment and simply increasing the number for economic growth growth and development is increasingly decreasing its marginal efficiency, and increase the investment of human capital and improving the quality of human capital, is the international community the generally accepted guarantee for national economic sustainable and effective operation of intelligence and inexhaustible power. The results of these studies showed that:for the quality of economic growth and economic development efficiency, only to continue to increase the investment of human capital and thus improving the quality of human capital, in order to obtain the core competitive advantage.In recent years, further increase the demand for rural financial services and rural small and medium financial institutions reform provides a lot of opportunities and challenges for the development of the Rural Commercial Banks. On the one hand, the reform of corporate governance structure to greatly enhance the Rural Commercial Bank’s brand image, market competitiveness and risk resisting ability; on the other hand, in the financial market competition circumstance, the internal mechanism of the lag of management has become a significant bottleneck restricting the long-term healthy development of the Rural Commercial Banks. To optimize the allocation has become the primary path to solve the problems in the development of human resources in Rural Commercial Banks.This article choose the ZZ Rural Commercial bank as the research object, based on the existing theories of human resource management, combined with the characteristics of commercial bank human resources allocation, citing the latest research results, through the analysis of the status of human resource management of ZZ Rural Commercial Bank:including the setting of the existing organizational structure, human resource structure, and further found causes of various problems of the Rural Commercial Bank’s human resource allocation, and then find the scheme of human resource allocation for ZZ Rural Commercial Bank status. This paper based on the successful experience of other enterprises, from the aspects of organization structure reengineering and job analysis and demand analysis, reallocation of human resources through the allocation of the number of posts, and by improving the training, performance appraisal, compensation incentive system construction to optimize the allocation of human resources of ZZ Rural Commercial Bank.