摘 要
在经济体制不断改革发展的进程中，竞争成为了当今社会的主旋律。银行业在国家经济发展中处于重要地位，银行业为了在机遇中求发展，抢占客户资源，不断的进行体制改革和经营模式创新，对银行员工尤其是柜员提出了更高的要求。
中国银行白山长白山支行成立于2009年，相对于当地其他银行来说，较为年轻。然而长白山支行在成立不到6年的时间，发展极为迅速，从只有1000万存款的小网点发展为5亿存款的旗舰型网点，经营机构不断壮大，客户数量成倍上涨。长白山支行主营经营业务也由最初的个人金融业务发展到可以办理公司金融业务、甚至国际业务，在当地的市场份额从1%上升至15%.随着长白山支行发展不断壮大，任务指标不断上升，业务量也不断增多。长白山支行除了要与兄弟行争排名，还要与竞争对象争客户。同时，在长白山支行业务高速发展的同时，恰逢白山分行网点转型期，长白山支行是第一个试点行，对该网点提出了更高的要求。这些压力大部分都转嫁给了网点柜员，柜员长期压力得不到缓解，直接导致网点的服务质量下降，效率变低等问题，这一系列的问题都又影响到柜员工作态度，造成工作倦怠、懒于学习、没有责任心、无法专注于工作、工作效率低下等问题，从而制约业务发展，影响到整个行的正常运转。
随着人们对工作压力愈发重视，压力管理已经成为国内学者研究的重点，本研究综合了国内外压力管理理论研究的基础，通过访谈法，对长白山支行柜员进行了一对一的访谈，研究分析了长白山支行柜员工作特点、考核制度、人际关系、角色问题、领导水平、个人认知、家庭因素等与工作压力的关系，了解长白山支行柜员的压力现状和压力来源。经调查发现，长白山支行的柜员承受了过重的压力，该压力已经影响到了柜员的身心健康，主要表现在“容易疲倦、缺乏精力、工作热情降低、工作倦怠”,80%柜员认为压力过大，没有办法排解，已经影响到了工作热情和态度，且该行柜员每年以15%的比例流失，被调查的对象中，仍有20%的柜员存在离职的想法。我们通过调查访问的方法，得到了长白山支行柜员的压力现状，并且通过分析关于工作压力研究的理论模型例如传统理论、个体一环境匹配理论、交互理论、工作需求一控制（JDC）模式等来分析得出影响长白山支行柜员的压力的因素包括组织因素、环境因素和个人因素。并且根据当今的环境提出了一些压力模型的新的发展。我们为应对工作压力提出了相应的策略，并做出了研究，提出了包括针对压力成因的压力应对策略，从组织层面和个体层面提出相应的策略，同时提出相应的保障措施，使得该对策能够在该行实施。我们针对长白山支行的特殊情况，以其柜员为例践行了我们设计的对策，验证了我们的理论。我们在长白山支行中推行民主平等的方针政策，受到广大员工的好评，并且结合实际的情况实行了轮休制度，换岗制度等，组织培训及丰富的户外活动。总之，压力源理论的发展离不开对实例的探索，员工的压力与精神活动需要给予更大的关注。
关键词：压力源 银行柜员 商业银行
Abstract
In the economic system reform continuously in the process of development,competition has become the theme of today's society. The banking industry in animportant position in the development of national economy, the banking industry toseek development opportunities, seize the customer resources, continue to carry outthe reform and innovation of management mode of bank employees, especially putforward higher requirements teller.
BOC Changbai Branch was established in 2009, it's more younger whencompared with other local banks. However, BOC Changbai Branch established inless than 6 years, it's developing very rapid, five years ago, BOC Changbai Branchonly have 10 millions deposit, but now, it's having five hundred milliondeposit .Outlets, business organizations continue to grow, the number of customersdoubled. BOC Changbai Branch of the main business from the initial developmentof personal financial business to handle the financial services, and even theinternational business, in the local market share rose from 1% to 15%. With thegrowing development of BOC Changbai Branch, task index rising, the businessvolume is increasing constantly. BOC Changbai Branch except to be with thebrothers fight ranking, but also with the competition for customers. At the same time,the rapid development in the BOC Changbai Branch of the business at the same time,coincides with the Baishan branch network of the transition period, BOC ChangbaiBranch is the first pilot line, put forward higher request to the network. Most ofthese pressures are passed on to the outlets teller, teller long-term pressure were notreduced, directly cause the decrease of network quality of service, efficiency lowproblem, this series of questions are also affects the teller work attitudes, job burnout,lazy learning, resulting in no sense of responsibility, to focus on the problem of work,work efficiency low, which restrict business development, affect the normaloperation of the entire line.
As people increasingly attach importance to the work pressure, pressuremanagement has become the focus of domestic scholars research, integrated thebasic theory research of domestic and international pressure management in thisstudy, through interviews, to the BOC Changbai Branch teller one-on-one interviews,research and analysis of the relationship between BOC Changbai Branch teller workcharacteristics, appraisal system, interpersonal relationship, role the problem, thelevel of leadership, individual cognition, family factors and work pressure, know thestress status and pressure source of BOC Changbai Branch teller. The survey foundthat, BOC Changbai Branch teller under heavy pressure, the pressure has affectedthe teller's physical and mental health, mainly in the “easy fatigue, lack of energy,reduce working enthusiasm, job burnout”, 80% teller that the pressure is too large,there is no way to untangle, has affected the enthusiasm and attitude, and the bankteller at a 15% annual percentage loss, the subject of the investigation, there are still20% of the teller quitting of ideas. Methods we through the investigation visit, thecurrent situation of BOC Changbai Branch of the counter pressure is obtained, andthrough the analysis of the theoretical model research on work pressure, such as thetraditional theory of individual environment matching theory, interaction theory, thework demand control （JDC） model to the analysis that affect the BOC ChangbaiBranch teller pressure including organizational factors, environmental factors factorsand personal factors. And according to the current environment and puts forwardsome new development pressure model. We put forward the corresponding strategyto cope with the pressure of work, and has made the research, put forward thecoping strategies including according to pressure causes, and put forward thecorresponding strategies from the organizational and individual level, and putsforward the corresponding security measures, so that the solutions can in theimplementation. We are special in BOC Changbai Branch, with its counter as anexample to practice the Countermeasures of our design, our theoretical verification.
We promote democracy and equality policies in BOC Changbai Branch, by thebroad masses of staff received, and in combination with the actual situation toimplement the rest system, the changing of the guard system, organize the trainingand the rich outdoor activities. In a word, the development of pressure source theorycannot do without exploration for example, stress and the mental activities of thestaff of the need to give greater attention.
Key words: pressure source bank teller commercial Bank
目 录
第 1 章 绪论…… 1
1.1 研究背景…… 1
1.2 研究意义…… 2
1.3 研究的方法与内容…… 3
第 2 章 长白山支行概况及柜员工作压力分析…… 5
2.1 长白山支行概况…… 5
2.2 长白山支行柜员工作压力分析…… 6
2.3 长白山支行柜员压力的成因分析 …… 8
第 3 章 减少长白山支行柜员压力的对策…… 20
3.1 基于环境层面的对策…… 20
3.2 基于组织层面的对策…… 21
3.3 基于个人层面的对策…… 28
第 4 章 长白山支行减少柜员工作压力对策的实施与保障 …… 31
4.1 实施的准备…… 31
4.2 实施的保障…… 32
结 论 …… 38
参考文献 …… 40
致 谢 …… 44
