Y农商行普惠客户经理薪酬激励研究

发布时间：2018-03-23 21:37

本文选题：农商行　切入点：普惠客户经理　出处：《扬州大学》2017年硕士论文

【摘要】：随着城镇化进程的加快,县域金融市场的层次和内涵都发生着深刻变化,农村金融市场竞争越来越激烈。农商行立足于农村,服务于小微企业,普惠类业务是全行业务的重中之重。普惠客户经理是农商行经营价值创造的主体,近年来普惠客户经理的离职率却在不断提高。因此,为了能在激烈的竞争中不断发展,就需要建立一支稳定的普惠客户经理队伍,通过薪酬激励充分调动其积极性,充分发挥普惠客户经理的作用。因此探索普惠客户经理薪酬激励,完善普惠客户经理薪酬分配,这对留住人才,吸引人才至关重要。因而,以Y农商行普惠客户经理为研究对象,对其普惠客户经理薪酬激励进行深入研究,为Y农商行普惠客户经理薪酬激励的有效运行提出针对性的优化建议,具有重要的现实意义和管理价值。本文以薪酬激励理论为基础,通过文献研究法、问卷调查法,深入分析了 Y农商行普惠客户经理薪酬激励现状及激励效果。研究结果表明,Y农商行普惠客户经理薪酬构成包括基本工资、绩效工资、福利津贴和职务晋升。Y农商行普惠客户经理薪酬激励效果如下:首先,普惠客户经理普遍对薪酬水平的满意度低。其次,对于薪酬的公平性问题上,大部分普惠客户经理感到薪酬制度不够公正和公平,影响薪酬分配的最主要的问题依次是薪酬制度和考核不透明、薪酬政策的稳定性和统一性信息、技术落后,数据采集失真。第三,普惠客户经理对目前福利满意度不高。第四,普惠客户经理对绩效考核体系满意度较低,影响绩效考核效果的最主要的问题依次领导意志干扰较多、缺乏有效的监督约束机制、绩效考核系统尚不完善、领导不够重视。最后,普惠客户经理对中长期激励的满意度不高,绝大多数普惠客户经理认为职务的晋升对于提高薪酬的影响较大。在上述分析的基础上,指出了Y农商行普惠客户经理薪酬激励存在的问题及原因:第一,薪酬水平市场竞争力较弱。第二,薪酬分配内部公平性缺乏,包括:薪酬政策缺乏统一性、数据采集信息技术落后、薪酬制度及考核不透明。第三,福利设计针对性有待加强。第四,绩效考核体系仍需要健全,包括:体制陋习未完全改变、绩效考核系统效率低、监督约束机制不健全。第五,薪酬激励结构设计不合理,包括:基本工资受职务晋升影响较大、短期激励和长期激励结构失衡。针对上述问题,对Y农商行普惠客户经理薪酬激励提出了相应的优化建议:第一,界定合理薪酬水平。第二,促进薪酬分配公平,包括:统一薪酬分配政策、建立电子考核系统、建立有效沟通机制。第三,实施弹性福利政策。第四,完善绩效考核体系,包括:存量客户竞投标制度、优化绩效考核指标、建立薪酬考核委员会。第五,调整完善薪酬结构,包括完善员工管理体系机制、重视中长期激励的作用。
[Abstract]:With the acceleration of urbanization, the level and connotation of the county financial market have undergone profound changes, and the competition in the rural financial market is becoming more and more intense. The general business is the most important part of the whole bank business. The account manager is the main body of the agribusiness value creation, but the turnover rate of the customer manager is increasing in recent years. Therefore, in order to be able to develop continuously in the fierce competition, It is necessary to set up a stable team of account managers, mobilize their enthusiasm and give full play to the role of account managers. This is very important to retain talents and attract talents. It has important practical significance and management value to put forward targeted optimization suggestions for the effective operation of compensation incentive for the general customer manager of Yagang Company. Based on the theory of compensation incentive, this paper is based on the theory of compensation incentive, through the method of literature research, questionnaire survey, and so on. The paper deeply analyzes the current situation and incentive effect of the compensation of the general manager of the Yagang Company. The results show that the salary composition of the customer manager includes the basic salary, the performance salary, the performance salary, the basic salary, the performance salary and the performance salary. The benefits and job promotion. Y. the incentive effect of the general account manager is as follows: firstly, the general satisfaction of the customer manager with the salary level is low. Secondly, on the issue of the fairness of the salary, Most of the general account managers feel that the compensation system is not fair and equitable. The most important problems affecting the distribution of compensation are, in turn, the opaque pay system and appraisal, the information on the stability and unity of the salary policy, and the backward technology. Third, the customer manager's satisfaction with welfare is not high. Fourth, the customer manager's satisfaction with the performance appraisal system is low, and the most important problems affecting the performance appraisal result are more interference of leadership will. Lack of effective supervision and restraint mechanism, performance appraisal system is not perfect, the leadership is not enough attention. On the basis of the above analysis, the paper points out the problems and reasons of the compensation incentive of the general manager in the Yagang Company: first, Second, the lack of internal fairness of salary distribution, including: lack of uniformity of salary policy, backward data collection and information technology, pay system and assessment is not transparent. Fourth, the performance appraisal system still needs to be improved, including: the bad habits of the system have not completely changed, the efficiency of the performance appraisal system is low, the supervision and restraint mechanism is not perfect. Fifth, the design of salary incentive structure is unreasonable. It includes: the basic salary is influenced greatly by the promotion of the position, the short-term incentive and the long-term incentive structure are out of balance. In view of the above problems, the paper puts forward the corresponding optimization suggestions for the compensation incentive of the general manager of the Yagang Company: first, Second, to promote the fair distribution of compensation, including: unifying the salary distribution policy, establishing an electronic assessment system, establishing an effective communication mechanism. Third, implementing flexible welfare policies. Fourth, perfecting the performance appraisal system. It includes: stock customer competitive bidding system, optimize performance appraisal index, establish salary appraisal committee. Fifth, adjust and perfect salary structure, including perfect employee management system mechanism, attach importance to the role of medium and long term incentive.
【学位授予单位】：扬州大学
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F832.35;F272.92

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