铁岭银行营销人员薪酬方案优化研究

发布时间：2018-04-01 12:10

本文选题：营销人员　切入点：薪酬方案　出处：《吉林大学》2014年硕士论文

【摘要】：随着知识经济时代的来临和全球经济一体化市场竞争的加剧，人才已成为保障商业银行可持续进步、推动社会经济加快转变经济发展方式的核心资源和重要资本。薪酬管理是人力资源管理的核心问题和重要组成部分，实施科学、合理的薪酬方案能够对商业银行吸引、激励和留用人才起着很重要的作用，是实现提升银行经营效益本质目标的重要支撑。随着社会主义市场经济不断发展，中国不断融入全球化的经济浪潮。当今中国商业银行，面对更为激烈的市场竞争以及更为迅猛的知识经济时代，其成败的关键是所拥有的营销人员的质量与水平。营销人员作为商业银行人力资源的重要组成部分，在商业银行经营及参与市场竞争过程中处于举足轻重的地位。商业银行能否有效地激励营销人员，对能否建立一支高效率的营销队伍具有十分重要的意义。许多商业银行为了发掘和争夺优秀营销人员不惜花费重金，甚至和竞争对手对簿公堂。对于地方性股份制商业银行—铁岭银行来说，招揽优秀营销人员加盟商业银行意义尤为重要，关于地方性股份制商业银行如何吸引优秀营销人员加入，学界有不同的看法。本文以铁岭银行营销人员薪酬方案作为研究对象，通过有关国外薪酬制度理论和国内薪酬制度理论和实践的研究，分析了适合银行自身特点的营销人员薪酬方案对铁岭银行选、用、育、留优秀营销人员的意义，尤其薪酬激励在营销人员薪酬管理中的重要作用。全文共分为五部分。第一部分是绪论，主要从四个方面撰写，即研究的背景、研究的意义、研究的内容和研究方法。第二部分是问题提出，阐述了铁岭银行的概况，结合目前铁岭银行人力资源管理的实际情况,分析铁岭银行营销人员薪酬方案的现状,在问卷调查的基础上分析出铁岭银行营销人员薪酬方案中存在的问题：不同等级的营销人员及营销人员同银行内部其他职员之间的薪酬方案公平性不足，薪酬设计缺乏竞争，干与不干一个样，干多干少一个样现象普遍，岗位评价标准不明确，，薪酬方案激励性不稳定，绩效考核缺乏针对性，福利性薪酬不够完善。同时对产生上述问题的原因进行了详细分析。第三部分是铁岭银行营销人员薪酬方案优化设计。阐明铁岭银行营销人员方案优化设计的目标、原则，进而提出铁岭银行营销人员薪酬的优化设计方案。重点研究如何从薪酬角度激发营销人员的积极性，充分发挥他们的创造能力，推动铁岭银行不断创新和持续成长。第四部分是保障措施，有针对性地提出铁岭银行营销人员薪酬方案的实施保障，主要包括薪酬结构改革委员会的建立，薪酬激励的动态调整机制，规范的薪酬激励评价体系。第五部分是结论，对全文进行了总结，同时指出本文的进一步研究方向。这些激励方式的实施，将提高铁岭银行营销人员的积极性，促进铁岭银行资产的保值增值。
[Abstract]:With the advent of the era of knowledge economy and the aggravation of market competition in the global economic integration, talents have become the guarantee for the sustainable progress of commercial banks. Salary management is the core problem and important component of human resource management. The implementation of scientific and reasonable salary scheme can attract commercial banks. Encouraging and retaining talents plays a very important role and is an important support to achieve the essential goal of improving the efficiency of bank management. With the continuous development of socialist market economy, China is constantly integrated into the economic tide of globalization. In the face of more fierce market competition and a more rapid era of knowledge economy, the key to its success or failure is the quality and level of the marketers, who are an important part of the human resources of commercial banks. Commercial banks play an important role in the process of operating and participating in market competition. It is of great significance to establish an efficient marketing team. Many commercial banks spend a lot of money in order to find and compete for the best marketers. It is especially important for Tieling Bank, a local joint-stock commercial bank, to recruit good marketers to join commercial banks. There are different views on how local joint-stock commercial banks attract excellent marketers. This paper takes Tieling Bank's marketing personnel's compensation scheme as the research object, through the research on the theory and practice of foreign compensation system and domestic compensation system. This paper analyzes the significance of the compensation scheme of marketers suitable for the bank's own characteristics for Tieling Bank to select, use, educate and retain outstanding marketers, especially the important role of salary incentives in the management of compensation for marketers. This paper is divided into five parts. The first part is the introduction, mainly from four aspects, namely, the background of the study, the significance of the study, research content and research methods. The second part is the question put forward, elaborated the general situation of Tieling Bank, According to the actual situation of Tieling Bank's human resource management, the paper analyzes the present situation of Tieling Bank's marketing personnel's salary plan. On the basis of questionnaire survey, the paper analyzes the problems existing in the compensation scheme of marketing staff of Tieling Bank: the fairness of the compensation scheme between the marketing personnel and the marketing staff of different grades and other employees in the bank is insufficient, and the compensation design lacks competition. Doing and not doing the same thing, doing more than doing less is a common phenomenon, job evaluation criteria are not clear, salary plan incentive is unstable, performance appraisal lacks pertinence, Welfare compensation is not perfect. At the same time, the causes of the above problems are analyzed in detail. The third part is the optimization design of Tieling bank marketing personnel's salary scheme. The aim and principle of the optimal design of Tieling bank's marketing personnel's scheme are expounded. And then put forward the optimal design scheme of Tieling Bank's marketing personnel's salary. The emphasis is on how to stimulate the enthusiasm of marketers from the angle of compensation, and give full play to their creative ability. Promote Tieling Bank's continuous innovation and sustained growth. The fourth part is the safeguard measures. The fourth part puts forward the implementation guarantee of Tieling Bank's marketing personnel compensation plan, mainly including the establishment of the compensation structure Reform Commission. The fifth part is the conclusion, summarizes the full text, at the same time points out the further research direction of this article. Will improve the enthusiasm of marketing staff Tieling Bank, promote the value of Tieling Bank assets.
【学位授予单位】：吉林大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F832.33;F272.92

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