The Research On Management Of Foreign Bank's Human Resource Capitalized In Strategy And Control Mechanism

Economic globalization has become the uppermost tendentious feature of development of modern world economy, as two kinds of impulse which drives the tendency, multinational global investment and multi flowing of global capital have attracted far-ranging attention. Both multinational global investment and multi flowing of global capital are not working well without the participation of multibank. Therefore, these multibanks have set up subsidiary companies plentifully in global area, which induces the large-scale overspreading of foreign bank in number and in dimension. Simultaneously, the large-scale overspreading has brought more and more drastic competition to foreign banks. The advent of knowledge economy determines the important value and status of human resource in foreign banks. Because foreign bank belongs to the knowledge-intensive enterprises, the quantity and quality of human capital are headspring of competitive strength in foreign bank. Nevertheless, as resource is not capital, human resource is not human capital too. Even though the foreign bank had possessed of plenty of human resource, if not transformed it to human capital, foreign bank would have not got core competition. Transforming human resource to human capital is becoming a necessary question to foreign bank.Based on the background explained above, this paper researches on the question of human resource capitalized about foreign bank. Transforming human resource to human capital in foreign bank is in accordance with the strategic goal of multibank adherently, and foreign bank itself needs transforming human resource to human capital in holding continual core competition and increasing performance. During the process of transforming human resource to human capital, foreign bank usually have two kinds of influencing factors: exterior factors and interior factors. The exterior factors of foreign bank include two aspects: one is the unsure environments, market competition and culture difference in the local country; Another is the influence of headquarters' strategic conformity and coherence. The interior factors are from complicated human resource and managing problems brought from some of the exterior factors. Exterior and interior factors have influenced foreign bank together, which result in that the complexity about human resource management of foreign is multi-dimensions and sharpened with the change of environment.The complexity about human resource of foreign bank requests that foreign bank should make sure strategic pattern when transforming human resource to human capital. It is two patterns that are homeland response and local response which foreign banks can choose. This paper pointed out that foreign bank should make ascertain strategic direction, exterior environment, interior human resource station, quality of members of group and structure of ability during the primary period of human resource capitalized, and that foreign bank should depend on homeland personnel or local personnel. Then, foreign bank can decide which strategic patterns should be selected.After foreign bank is set up in local country, the problem of dealing cost and agent fee is appearing. Furthermore, complicated structure of human resource in foreign bank deteriorates influence on human resource capitalized from dealing cost and agent fee. Foreign bank must dominate the human resource composed by different culture and nationality directly, in order to push the human resource capitalized favorably. Based on above research and analysis, this paper brought forward a administrant framework of human resource capitalized in foreign bank, and summarized and analyzed the managing and controlling means of employment, training, multi-culture management, human capital value measured and evaluated during the process of human resource capitalized.Firstly, foreign bank decides what kinds of people are appropriate in practice, and looks for the human resource matched with its strategy of human resource capitalized. When foreign bank wants to settle these problems, it needs select correct and available ways, which can help foreign bank to push human resource capitalized correctly and availably and minimize mistakes. In 5th chapter, this paper presented the employment in detail. Secondly, although we can't deny that human resource have held capacity of human capital more or less when it entered foreign bank actually, it is unknown that the degree of human capital degree satisfied the demands of foreign bank. Furthermore, the depreciation of human capital is accelerated. Accordingly, it is necessary for foreign bank that it invests human capital in order to satisfy foreign bank's strategy. In 6th chapter, this paper discussed the question in detail from two dimensions of training and multi-culture management. Finally, the evaluation based on human capital includes whether the knowledge, ability and skill of human resource can be adapted to development or not, and their value evaluation that denotes what human capital can contribute to foreign bank. In 7th chapter, this paper discussed these issues at length. In the finality, this paper introduced the successful experience of certain foreign bank in china from two profiles of training and concept of people oriented.There are three innovations in this paper. Firstly, the research of this paper is based on the content and outcome from several subjects. In fact, human capital is a comprehensive concept, involved some theories and methods of economy, management and psychology. Nevertheless, at present, the research on human capital is based on some points of view from some subjects, which is not in favor to master the panorama of the human capital theory and research the problem about human resource capitalized. So, this paper adopted these methods of economy, management and psychology. Secondly, this paper analyzed the problem of human resource capitalized and looked for their strategic patterns, discussed how foreign bank could select strategic pattern, and researched the process control mechanism of foreign bank human resource capitalized. Finally, this paper set up a framework of foreign bank human resource capitalized, which rebound to help foreign bank establish strategic policies about human resource capitalized and adopt effective management methods.