【正文】 年 月 日 教研室意見： 教研室主任簽名： 年 月 日 學(xué)生簽名： assessm ent 。 3, wit hin t he lim it s of r esponsibilt y accor ding t o t he syst em of owner ship of t he wor k of t he aut hor it y。 5, t he r ight t o t he assessm ent of depar t m ent s。 7, t he r ight t o r eview of t he f ees。 Depar t m ent : Gener al Of f ice t wo super ior s: j obs cover ed by t he M anager and t he subor dinat e depar t m ent s: Dir ect or , Gener al Account ing, Tr easur y, m at er ial account ing, appr aisal, asset m anager depar t m ent s j ob: r esponsible f or developm ent , audit , inspect ion, evaluat ion, m anagem ent r egulat ions, and t he pany39。 2, r esponsible f or t he pany39。 3, r esponsible f or t he int er nal m anagem ent r ules of const r uct ion, im plem ent at ion and im pr ovem ent of wor k。 5, r es ponsible f or t he pany39。 6, t he pany r esponsible f or r unning t he pr ogr am as a whole, r unning pr ogr ams across depar t ments of t he im plem entat ion, f olow up, f eedback, r evision。 8, is r esponsible f or or ganizing t his Conf erence and t r aining wit hin t he Depar t ment。 10 and subor dinate depar tm ent s, in char ge of t he Depar tm ent 39。 11, in char ge of t he int er nal st at istical r epor t s ubmit t ed wor k and cr oss examinat ion t able。 13, is r esponsible f or t he special inspect ions and r outine checks of pany or ganizat ion。f ile。 16 r at ionalizat ion activit ies, in char ge of t he Depar t m ent 39。 17, ar e r esponsible f or t he t hr ee r eduction st rat egy and t he shuangzengshuangjie wor king act ivit y。 19, is in char ge of t he Depar tm ent 39。 20, is r esponsible f or r egular r eport ing on t he pr ogr ess of wor k in t his sector t o higher aut hor it ies。 22, ar e r esponsible f or t he m ater ial deliver y accept ance。金融業(yè)的競(jìng)爭(zhēng)，最大的沖擊將來自金融專業(yè)能力的競(jìng)爭(zhēng)，其核心就是人才的競(jìng)爭(zhēng)。農(nóng)村信用社人力資源 結(jié)構(gòu)性矛盾 和員工隊(duì)伍素質(zhì)偏低的問題嚴(yán)重影響了建立現(xiàn)代金融企業(yè)的基礎(chǔ)和進(jìn)程。但是，由 于 社會(huì)經(jīng)濟(jì)發(fā)展的不均衡、歷史體制等多方面問題因素影響，在管理理念上存在巨大的差異，管理活動(dòng)仍然延用行政管理模式，往往帶有強(qiáng)制性的約束、限制特征，還帶有傳統(tǒng)的計(jì)劃經(jīng)濟(jì)色彩 ， 人力資源管理的體系滯后，信息化程度還比較低，管理技術(shù)性手段落后。 國(guó)內(nèi)對(duì)此的研究局限 于 改革實(shí)踐的限制， 由于 農(nóng)村信 用社的性質(zhì)、地位的不明確，一直沒有系統(tǒng)予以研究，僅有的也只是一些相對(duì)較為膚淺的局部性的 工作思考之類的為多。他們的基本觀點(diǎn)是 ： ①我國(guó)商業(yè)銀行的人力資源管理行政化特色明顯，權(quán)力集中 ； ②人力資源的整體素質(zhì)不高，機(jī)構(gòu)龐大，功能分散 ； ③在人員考核和任用上，雖然主要還是按照“德、能、勤、績(jī)”的辦法，但與原來相比，更為重視業(yè)績(jī)了 ； ④對(duì)員工職業(yè)生涯的設(shè)計(jì)和培訓(xùn)的投入，明顯不足，由此可能影響銀行員工工作的積極性，甚至影響銀行業(yè)務(wù)的正常開展，導(dǎo)致銀行綜合競(jìng)爭(zhēng)力的下降 。周元元等人對(duì)其作了有益的嘗試，他們以廣西南寧國(guó)家控股商業(yè)銀行為研究對(duì)象，用大量的實(shí)證數(shù)據(jù)，分析了“機(jī)構(gòu)內(nèi)部競(jìng)聘制度”的經(jīng)營(yíng)績(jī)效和制度績(jī)效。 2, f or em ployees wor king in t his sect or allocat ion, per for mance evaluat ion and r eward ( or punishment r emendat ions) aut hor it y。 4, t he r ight o conf identialit y in t he pany archives。 6, r equest ot her depart ments wit hin t he Depar t ment be r easonable coor dinat ion author it y。 8, urging im plem entat ion of t he per sonel m anagem ent system, and cor esponding punishment f or violat ions of t he syst em r e mended by t he aut horit y。s f inancial and m at erial m anagement. M ain f unct ions: 1, mon f unct ions, in char ge of t he annual, quar ter ly and mont hly wor k plan and r eport , wit h r egular wor k, looking f or a j ob gap, im pr ove the qualit y of wor k。s r ules and r egulations, provisions, arr angem ent s, not ices and ot her docum ent s of im plem entat ion in t his sector 。 4, in char ge of t he depart ment s and agencies post f unct ions, r unning pr ocesses, t he development of assessment m et hods and assessment wor k。s econom ic obj ectives, t ask br eakdown, im plem ent ation, assessment wor k。 7, in char ge of t he int er nal 6S m anagement wor k。 9, responsible f or t he pr omot ion of the cult ur al const r uct ion of enter prises in t his sect or 。s asset s m anagem ent 。 12, r esponsible f or t he sect ors cover ed by t he munit y r elations and business r elat ions coordinat ion and liais on wor k wit h super ior count erpar ts。 14, are r esponsible f or t he establishm ent of business customer s 39。 15, r esponsible f or saf ety wit hin t he j ur isdiction of t he Depar tment of investigat ion and f olow up。s wor k, t o colect , pile and r epor t on a r egular basis, im plem entation。 18, ar e r esponsible f or t he t ransfer of t he inf or mat ion t o be f iled int o t he wor k。s evaluat ion wor k。 21, f unct ions and business are r esponsible f or t he cust ody of t he seal, use。 23 t oVI 份額是否出現(xiàn)上升和機(jī)構(gòu)的監(jiān)利水平是否好轉(zhuǎn) 3 個(gè)方面設(shè)計(jì)評(píng)價(jià)指標(biāo)，認(rèn)為“機(jī)構(gòu)內(nèi)部競(jìng)聘制度”的實(shí)施在南寧國(guó)家控股商業(yè)銀行取得了較為明顯的成效，但是在制度意義上帶來了宏觀政策傳導(dǎo)失 靈和機(jī)構(gòu)內(nèi)部微觀人力資源市場(chǎng)扭曲等兩個(gè)主要問題。 為從根本上改變這一狀況，促進(jìn)農(nóng)村金融機(jī)構(gòu)向現(xiàn)代金融企業(yè)過渡，實(shí)現(xiàn)改革和發(fā)展的長(zhǎng)遠(yuǎn)目標(biāo)，銀監(jiān)會(huì)也出臺(tái)了《關(guān) 于 優(yōu)化農(nóng)村合作金融機(jī)構(gòu)人力資源結(jié)構(gòu)的指導(dǎo)意見》，以指導(dǎo)和推動(dòng)農(nóng)村信用社通過優(yōu)化人力資源配置，加強(qiáng)人力資源管理，建立與之相適應(yīng)的人力資源結(jié) 構(gòu)，全面提高 員工隊(duì)伍素質(zhì)，提高行業(yè)競(jìng)爭(zhēng)能力和可持續(xù)發(fā)展能力。 并闡明農(nóng)村信用社為應(yīng)對(duì)激烈的市場(chǎng)競(jìng)爭(zhēng)，應(yīng)用現(xiàn)代人力資源管理的重要性。 而后是對(duì)所發(fā)現(xiàn)的問題 進(jìn)行對(duì)策研究。 四、 研究方案 主要運(yùn)用的是規(guī)范分析法。 重點(diǎn) 以整體薪酬方案為研究對(duì)象，通過以激勵(lì)理論等基本理論為依據(jù)的薪酬理論的分析，借鑒目前較為先進(jìn)的薪酬設(shè)計(jì)理念和方法，為 魏僧寨鎮(zhèn) 農(nóng)村信用社設(shè)計(jì)基于職位管理和績(jī)效管理的薪酬體系方案。 2, f or em ployees wor king in t his sect or allocat ion, per f or m ance evaluat ion and r ewar d ( or punishm ent r e m endat ions) aut hor it y。 4, t he r ight t o conf ident ialit y in t he pany ar chives。 6, r equest ot her depar t m ent s wit hin t he Depar t m ent be r easonable coor dinat ion aut hor it y。 8, ur ging im plem ent at ion of t he per sonnel m anagem ent syst em , and cor r esponding punishm ent f or violat ions of t he syst em r e m ended by t he aut hor it y。s f inancial and m at er ial m anagem ent . M ain f unct ions: 1, m on f unct ions, in char ge of t he annua l, quar t er ly and m ont hly wor k plan and r epor t , wit h r egular wor k, looking f or a j ob gap, im pr ove t he qualit y of wor k。s r ules and r egulat ions, pr ovisions, ar r angem ent s, not ices and ot her docum ent s of im plem ent at ion in t his sect or 。 4, in char ge of t he depar t m ent s and agencies post f unct ions, r unning pr ocesses, t he developm ent of