国有商业银行S支行客户经理薪酬激励制度研究

发布时间：2018-05-16 05:17

本文选题：国有商业银行 + 客户经理　；参考：《西南财经大学》2013年硕士论文

【摘要】：银行管理中,人力资源管理作为银行发挥竞争优势的源头,薪酬制度又作为人力资源管理的重头戏,可以说薪酬制度是银行管理的核心内容。随着中国金融业的开放,各家银行之间的竞争日益激烈,核心人才的争夺日趋升级,如何吸引并留住关键人才成为了薪酬制度的重心所在。伴随着银行经营理念的转变,客户经理制度在国内各家商业银行的逐步应用和确立,客户经理在商业银行的发展过程中日益体现出重要的作用。现代商业银行实行的基本都是以客户为中心的营销理念,拥有广泛优质的客户群体资源已成为银行发展和保持竞争力的基础。客户经理的主要工作是负责为客户提供各种金融服务,要求必须以客户为中心、提高服务质量、挖掘客户潜力、拓展更多的客户资源从而推广银行业务,是银行价值的最主要创造者。在国有商业银行面对竞争加剧、经营压力日益增大的情况下,银行高层更加重视经营的成果、忽视过程的管理,导致其客户经理薪酬激励制度普遍存在着重视外在薪酬忽视内在薪酬的现象,同时外在薪酬的重要构成部分绩效工资的考核体系也存在着一定的问题。对于以知识员工密集为特点的我国银行业而言,在外在薪酬制度上如何建立完善的考核体系,增加团队意识、提高员工积极性、让客户经理努力工作的目标与银行发展的方向一致；同时在内在薪酬上满足客户经理对内在薪酬的需求,促使客户经理对工作产生荣誉感、成就感、责任感,增加客户经理对银行的忠诚度,是商业银行管理层在构建和完善本行客户经理薪酬激励制度时需要深度思考的。基于以上思路,本文运用薪酬理论,以笔者所在的某金融机构为案例,对商业银行客户经理的薪酬激励制度进行分析。本文首先提出研究客户经理薪酬激励制度的重要性,阐述了目前薪酬管理的一些主要概念和理论,特别是商业银行客户经理薪酬的构成和功能。其次,结合薪酬管理的概念和理论,以国有商业银行S支行为例,分析其目前实行的客户经理薪酬激励制度的概况,力图从理论上初步找出现行制度下存在的优点和缺陷,在此基础上,针对其不足之处引入国外商业银行的先进经验,并对这些经验进行初步的归纳小结。最后,运用前文提出的薪酬理论和国外商业银行的先进经验,结合S支行的薪酬激励制度,提出相应的改进对策,为运用和S支行类似的客户经理薪酬激励制度的国有商业银行在改进客户经理薪酬激励制度时提供一些参考和思路。
[Abstract]:In banking management, human resource management is the source of banks' competitive advantage, and the compensation system is the most important part of human resource management. It can be said that compensation system is the core content of bank management. With the opening of China's financial industry, the competition among banks is becoming increasingly fierce, and the competition for core talents is escalating day by day. How to attract and retain key talents has become the focus of the compensation system. With the change of the management idea of the bank, the customer manager system is gradually applied and established in the domestic commercial banks, and the account manager plays an increasingly important role in the development of the commercial bank. The modern commercial banks are basically customer-centered marketing concepts. Having a wide range of high-quality customer group resources has become the basis for banks to develop and maintain competitiveness. The main job of the account manager is to provide all kinds of financial services to the customer. It is necessary to focus on the customer, improve the service quality, tap the potential of the customer, expand the customer resources and promote the banking business. Is the bank's most important creator of value. In the face of intensified competition and increasing operating pressure of state-owned commercial banks, the top management of the banks pays more attention to the results of operation and neglects the management of the process. As a result, the customer manager compensation incentive system has the phenomenon of paying attention to the external compensation and neglecting the internal salary. At the same time, there are some problems in the appraisal system of the performance salary, which is an important part of the external compensation. For China's banking industry, which is characterized by knowledge staff concentration, how to set up a perfect examination system on the external compensation system, increase team consciousness, and improve the enthusiasm of employees, Let the customer manager work hard with the direction of the development of the bank; at the same time, in the internal compensation to meet the needs of the customer manager for internal compensation, promote the customer manager to work sense of honor, sense of achievement, sense of responsibility, To increase the loyalty of the account manager to the bank is what the management of the commercial bank needs to think deeply when constructing and perfecting the incentive system of the bank's account manager. Based on the above ideas, this paper uses the compensation theory to analyze the compensation incentive system of the customer manager of the commercial bank with the case of a financial institution in which the author is located. This paper first puts forward the importance of studying the incentive system of customer manager compensation, and expounds some main concepts and theories of current compensation management, especially the composition and function of customer manager compensation in commercial banks. Secondly, combined with the concept and theory of salary management, taking S branch of state-owned commercial bank as an example, this paper analyzes the general situation of the current customer manager compensation incentive system, and tries to find out the advantages and disadvantages of the current system. On this basis, introduce the advanced experience of foreign commercial banks in view of its shortcomings, and summarize these experiences. Finally, using the salary theory and the advanced experience of foreign commercial banks, combining with the compensation incentive system of S Branch, the paper puts forward the corresponding improvement countermeasures. This paper provides some references and ideas for the state-owned commercial banks to improve the customer manager compensation incentive system by using the similar customer manager compensation incentive system similar to that of the S branch bank.
【学位授予单位】：西南财经大学
【学位级别】：硕士
【学位授予年份】：2013
【分类号】：F832.33;F272.92

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