【作者】 李大鹏；

【导师】 孙少岩；

【作者基本信息】 吉林大学 ， 制度经济学， 2008， 硕士

【摘要】 随着我国金融体制的不断深化改革,国有商业银行优秀人才流失问题较为严重,不利于我国金融业的稳健发展。本文通过具体分析国有商业银行人才流失的原因,指出:国有商业银行受到行政命令的过度干预,致使国有商业银行运营低效;国有商业银行的薪酬激励主要靠的是控制权收益,导致对员工的激励不足,这些原因造成了国有商业银行人才的流失。通过成本—收益博弈模型的分析得知,国有商业银行解决人才流失问题的最佳途径不是设置壁垒,而应通过自身制度方面的改革来留住人才。论文结合国有商业银行制度变迁理论,提出从以下三方面入手的改革措施,即转变政府职能角色、改革国有商业银行行政化的人事管理模式以及营造特色银行企业文化。更多还原

【Abstract】 So-called talents draining of state-owned commercial banks, refers that lots of outstanding talented person transfer to joint-stock commercial banks and foreign capital banks , because of the great disparity in the aspects of salary treatment and career development between them.At present, the draining of state-owned commercial banks’talents not only include the intermediate-manager and the outstanding business backbone, but also include the excellent graduating students and compound talents in the society. As commercial banks are special service enterprise, outstanding staffs are the most valuable assets, its draining will certainly cause the draining of customers, which will cause the loss of profit of commercial banks. On the contrary, this will lead to the further draining of talents, if can’t solve the problem timely, the bad circulation will make commercial banks bankrupt. As state-owned commercial banks are the main-body of China’s bank industry, with strong political character with economy and society, have a great effect on the finance stable and economy development. From this, we know that the talents draining of state-owned commercial banks is quite an important problem.With the through openness of China bank industry, foreign capital banks expand their business range in China, they need lots of outstanding staff, advertise for good staffs from state-owned commercial banks is one crucial way. Since the further reforms of our finance system, joint-stock commercial banks develop quickly, they attract lots of outstanding finance talents by good treatment and flexible mechanism. As the rapid development of stock and insurance industry, quite a lot of finance talents are needed, a part of state-owned commercial banks’staffs transfer to this kind of financial organizations. With the expanding portion of other financial organizations, if state-owned commercial banks deal with the problem of talents draining not timely, it will be worse. So, talents draining of state-owned commercial banks is a problem need to be solved timely.Talents draining of state-owned commercial banks make state-owned commercial banks profit drain and increase the cost of talents training. At the same time, it leads drained talents to raise the cost of personal-relationship, cost of team-working , cost of message, cost of sign a contract, cost of compensation and benefit loss. This issue shows that the idealist condition is that state-owned commercial banks set no rampart and talents don’t transfer. So, state-owned commercial banks should solve the problem by no rampart way.Subsequently, this issue recognizes that reasons for the talents draining of state-owned commercial banks are as follows: (1) Reasons of our economy and social environment. First, foreign capital banks, joint-stock commercial banks and other financial enterprises demand quite a lot of financial talents. At the end of 2006, China’s banking industry open to foreign banks fully, foreign banks ran out of local talents, they engaged in a heated battle for qualified personnel with other financial institutions. With the continuous growth and development of joint-stock commercial banks, their business volume and market share continues to expand, they need more outstanding financial talents, compared with state-owned commercial banks, they attracted a large number of outstanding financial talents because of their high salary levels and flexible employment system. Securities and insurance industries’rapid development in recent years lead financial institutions to much-needed financial knowledge mature professionals. They plundered some of the state-owned commercial banks outstanding talents through high salaries and generous treatment. Second, the society insurance system consummates step by step, which makes staffs of state-owned commercial banks rely less and less on state-owned commercial banks. Under the past social insurance system, staffs of state-owned commercial banks rely on state-owned commercial banks to receive social insurance funds after retirement. With the reform of the social insurance system, old-age insurance, medical insurance and unemployment insurance accounts have adopted the model of social pooling and individual accounts, making the staff gradually reduce the dependence of state-owned commercial banks. (2) Reasons of state-owned commercial banks. These include formal institution and non-formal institution. Formal institution include administrative order interfere too much on state-owned commercial banks, state-owned commercial banks’administrative system cause them explore labor resources not sufficiently, single-way promotion, equalitarianism of salary and so on. Human resources management systems of state-owned commercial banks have some deficiencies, which make them exist excessive traditional business talents and insufficient state innovative talents. In the aspect of talent promotion, state-owned commercial banks provide single channel for promotion, making talents try their best in their work difficultly, psychological imbalance will lead them to finding a more favourable space for development. Salary distribution of state-owned commercial banks is of a certain administrative, existing both contract return and control power return. As talents in state-owned commercial banks promote slowly, they can get a little from control power return, but the contract return is quite average, so they can get not too much salary. Non-formal institution refers to concept of working and weak special-purpose character of state-owned commercial banks’talents. Under the conditions of market economy, youth are more inclined to challenging jobs, wishing to achieve their own personal values in work. Although four major state-owned commercial banks transfer from specialized banks, in the process of continuous reform, they show convergence with other commercial banks, which make their specialized-purpose talents shift to normal use.Last, on the base of institution change theory, I arrange state-owned commercial banks and government respectively as the initial action group and secondary action group, then raise some institutional way to deal with the problem of talents draining of state-owned commercial banks.First, change the role of government through political system reformation. On the base of good institution environment created by government, set new banker institution with the way of competing to be high-level leaders. Then execute project assess procedure strictly, get rid of the interference of administrative order.Second, break the administrative manage model. We should combine the assess result of labor assess mechanism and the interest of staffs, design career development way for them. At the same time, we should through subdivision and examine performance strictly to decide the level of salary. Third, create state-owned commercial banks culture. Not only create the atmosphere of talents are most important, but also cultivate the spirit of making banks as family and so on.更多还原