N银行广州分行操作风险管理研究

发布时间：2024-02-20 18:00

　　随着中国改革开放的逐步深化,中国银行业的对外开放也成为了中国经济融入世界经济的客观要求。但是,近年来国内商业银行频繁出现的操作风险案件提醒着我国的银行业要开始重视全面风险管理中的操作风险管理。本论文将以某大型股份制银行N银行为研究对象,通过总结近年来N银行发生的风险案例,结合问卷调查、访谈、层次分析法和模糊综合评价法,找出N银行广州分行在操作风险管理方面的漏洞与不足,结合实际情况给予对应的策略和建议。通过调查研究发现,N银行广州分行目前存在的问题如下:(1)员工晋升渠道狭窄;(2)操作风险培训不到位;(3)业绩指标制定不合理;(4)仍存在劳务派遣的用工形式;(5)内部监管流于形式;(6)员工的岗位权责分工不明确;(7)业务流程操作无明确规范;(8)未建立操作风险管理长效机制;(9)操作系统繁多。本论文对此给出的建议是:(1)优化员工晋升制度管理;(2)强化员工操作风险培训制度;(3)制定合理考核方案;(4)全面实现合同制用工形式;(5)建立风险防范的全程监控体系;(6)建立岗位责任机制;(7)优化业务流程管理;(8)建立人机共治的防控体系;(9)完善操作系统的整合与风险预警监控机制。

【文章页数】：116 页

【学位级别】：硕士

【文章目录】：
ACKNOWLEDGEMENTS
ABSTRACT
摘要
LIST OF ABBREVIATIONS
1 Introduction
    1.1 Research Background
    1.2 Meaning and Purpose
    1.3 Research Contents and Methods
    1.4 Research Structure
2 Literature Review
    2.1 Definition of Relevant Concepts
        2.1.1 Definition of Operational Risk
        2.1.2 Classification and Characteristics of Operational Risk
        2.1.3 Definition of Operational Risk Management
        2.1.4 Process of Operational Risk Management
    2.2 Relevant Theories
        2.2.1 Tasks of Regulatory Authorities
        2.2.2 Three Lines of Defense for Banks'Operational Risk Management
        2.2.3 Principles of Bank Operational Risk Management
    2.3 Domestic and Foreign Research Status
    2.4 Comments of Literature Review
3 Analysis of N Bank Operational Risk Management
    3.1 General Overview of N Bank
    3.2 General Situation of Operational Risk Management of N Bank
        3.2.1 Overview and Risk Management Organization
        3.2.2 Distribution of Operational Risk
        3.2.3 Overview of Some Operational Risk Cases of N Bank
    3.3 Operational Risk Management Policy of N Bank
        3.3.1 Operational Risk Management Goals of N Bank
        3.3.2 Operational Risk Management Model of N Bank
        3.3.3 Operational Risk Management Policy of N Bank Guangzhou Branch
    3.4 Operational Risk Status of N Bank Guangzhou Branch
        3.4.1 Operational Risk Identification
        3.4.2 Operational Risk Evaluation
        3.4.3 Operational Risk Control
    3.5 Summary of Operational Risk Management of N Bank Guangzhou Branch
4 Analysis of the Problems and Causes of Operational Risk Management of N Bank Guangzhou Branch
    4.1 Survey Objective
    4.2 Design of Questionnaire and Interview Questionnaire
    4.3 Results of Questionnaire
        4.3.1 Basic Information
        4.3.2 Personnel Factor
        4.3.3 Operating System factor
        4.3.4 Internal Process Factor
        4.3.5 External Factor
    4.4 Results of Interview
    4.5 Analytic Hierarchy Process and Fuzzy Comprehensive Evaluation
        4.5.1 Establish evaluation indicators
        4.5.2 Establish Evaluation Model Matrix
        4.5.3 Operational Risk Assessment of N Bank
    4.6 Problems and Causes of Operational Risk Management in N Bank Guangzhou Branch
        4.6.1 Problems and Causes of Employee Management
        4.6.2 Problems and Causes of Internal Process
        4.6.3 Problems and Causes of System Facilities
5 Countermeasures on Operational Risks of N Bank Guangzhou Branch
    5.1 Optimize Talent Management System
        5.1.1 Promotion System Optimization
        5.1.2 Strengthen the Operation Risk Training System
        5.1.3 Develop Reasonable Evaluation Plan
        5.1.4 Promote the Form of Contract Employment
    5.2 Improve Internal Control Management
        5.2.1 Establish Whole-Process Monitoring System for Risk Prevention
        5.2.2 Establish A Post Responsibility Mechanism
        5.2.3 Optimize Business Process Management
        5.2.4 Establish A System of Technology and Manual Monitoring
    5.3 Improve the Integration of Operating System and Risk Pre-warning Monitoring Mechanism
6 Conclusion and Prospect
    6.1 Research Conclusion
    6.2 Expectations
REFERENCES
APPENDIX Ⅰ
APPENDIX Ⅱ
APPENDIX Ⅲ
APPENDIX Ⅳ



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