中国农业银行NH分行薪酬管理研究

发布时间：2018-05-03 10:00

本文选题：薪酬管理 + 激励　；参考：《西南交通大学》2013年硕士论文

【摘要】：改革开放以来,我国经济进入高速发展的轨道,银行业一方面成了经济发展的加速器,另一方面,银行业又成为经济发展的主要得益者,四大国有商业银行凭借其背景争霸中国金融市场。中国加入WTO后,众多的跨国金融集团抢滩进驻,中小型银行纷纷完成股份制改革并逐渐壮大,国有商业银行面临着前所未有的市场竞争。其中,人才的竞争成为最突出的竞争。企业要在激烈的竞争中取得优势,必须要有富有竞争力的人才战略。人才战略的核心是薪酬管理制度,毫不夸张地说,科学完善的薪酬管理制度可以助力企业发展事半功倍。然而,受传统观念、管理者水平等因素影响,薪酬管理制度并不是那么容易建立更不容易优化,国有商业银行虽然经过多年的发展,但在薪酬管理制度优化方面也遇到了瓶颈。笔者在国有商业银行之一的中国农业银行NH分行人力资源部工作,希望通过论文写作对古今中外主要约薪酬管理理论进行学习和整理,在理论的基础上结合NH分行目前薪酬管理的实际,找出存在的问题,提出完善建议,从而最大限度地护航NH分行“打造持续领先、绝对领先、全面领先一流商业银行”总体经营战略的实施。任何研究都应该在特定的理论环境下展开,本论文也不例外。本论文较为全面地阐述古今中外薪酬管理和激励研究的主要理论,以及国外商业银行薪酬管理先进的经验做法,从而分析出NH分行目前薪酬管理中存在的问题,并提出完善的建议。笔者首先对NH分行当前的薪酬架构进行阐述,重点围绕薪酬管理六大原则(即战略原则、公平原则、竞争原则、激励原则、经济原则和合法原则)分析了NH分行薪酬管理存在的普遍性问题,如缺乏战略性、缺乏内部公平性、缺乏外部竞争力、缺乏健全激励机制等,并在与分行经营发展战略相统一的原则、与岗位管理体系相结合的原则、兼顾内部公平、提升外部竞争力原则、激励与考核双轮驱动原则的导向下,对NH分行完善薪酬管理制度提出如紧贴总体战略,提高管理水平；完善以岗定薪,逐步实现分配的内部公平；薪酬与绩效相结合,丰富薪酬的内涵和活性；建立科学有效绩效评估体系,提高薪酬管理的认可度；调整薪酬结构,建立多元化激励机制,增强对外竞争力；以人为本,增强员工参与度等建议。
[Abstract]:Since the reform and opening up, China's economy has entered the track of rapid development. On the one hand, the banking industry has become the accelerator of economic development, on the other hand, the banking industry has become the main beneficiary of economic development. The four major state-owned commercial banks compete to dominate China's financial market with their background. After China's entry into WTO, many multinational financial groups have rushed into the market, and small and medium-sized banks have completed the joint stock system reform and gradually expanded. The state-owned commercial banks are facing unprecedented market competition. Among them, the competition of talent becomes the most outstanding competition. In order to gain advantage in the fierce competition, enterprises must have a competitive talent strategy. The core of talent strategy is salary management system. It is no exaggeration to say that scientific and perfect salary management system can help enterprises develop with half the effort. However, under the influence of traditional concept, management level and other factors, the salary management system is not easy to establish and not easy to optimize. Although the state-owned commercial banks have been developing for many years, they have also encountered the bottleneck in the optimization of salary management system. The author works in the human resources department of NH branch of Agricultural Bank of China, one of the state-owned commercial banks. On the basis of theory, combined with the practice of the current salary management of NH branch, the paper finds out the existing problems and puts forward some suggestions to improve it, so as to maximize the protection of NH branch "to create a continuous leading, absolutely leading," Overall leading the first-class commercial banks, "the implementation of the overall business strategy." Any research should be carried out in a specific theoretical environment, this paper is no exception. This paper comprehensively expounds the main theories of salary management and incentive research in China and abroad, and the advanced experience and practice of compensation management in foreign commercial banks, and then analyzes the problems existing in the current salary management of NH Branch. And put forward perfect suggestion. First of all, the author expounds the current salary structure of NH Branch, focusing on the six principles of compensation management (namely, strategic principle, fair principle, competition principle, incentive principle, etc.) This paper analyzes the general problems of NH branch salary management, such as lack of strategy, lack of internal fairness, lack of external competitiveness, lack of sound incentive mechanism, etc. And under the guidance of the principle of unity with the development strategy of branch management, the principle of combining with the post management system, the principle of taking into account the internal fairness, the principle of enhancing the external competitiveness, the principle of encouraging and examining the two-wheel drive, To improve the salary management system of NH branch, such as sticking to the overall strategy, improving the management level, perfecting the fixed salary with the post, gradually realizing the internal fairness of the distribution, combining the compensation with the performance, enriching the connotation and activity of the salary; Establish a scientific and effective performance evaluation system to improve the recognition of compensation management; adjust the salary structure, establish a diversified incentive mechanism to enhance the external competitiveness; people-oriented, enhance employee participation and other suggestions.
【学位授予单位】：西南交通大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33;F272.92

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