A银行薪酬管理模式再设计

发布时间：2018-04-18 12:23

本文选题：国有银行 + 雅安分行　；参考：《电子科技大学》2014年硕士论文

【摘要】：伴随着我国改革开放的进一步深入,市场经济发展的体制机制进一步完善,金融市场更加全面的开放,外资银行、股份制商业银行、地方性商业银行的迅速成立和全面布局,银行间的竞争不可避免地变得更加的激烈和白热化。面临利率市场化、存款保险制度、民营银行设立等开放性政策的到来,作为国有大型商业银行雅安分行的A银行如何在新的历史时期继续发扬其优良的经营作风,务实的风险防范政策,开放民主的经营特色,是摆在其面前重要而紧迫的课题。A银行属国有商业银行二级分行(地市州分行),所在地雅安是四川经济较为不发达地区,各类经济指标排名靠后,经济的不发达造成了该地区银行业务开展的艰难性和竞争的激烈性。近年来,A银行面临着两个方面的问题:一是员工年龄结构层次不合理,没有形成应有的科学的年龄梯度,40岁-50岁年龄层次员工数量较多,30岁-40岁年龄层员工偏少;二是员工特别是青年员工离职率逐渐上升,尤其表现在20岁-30岁年龄层次员工。薪酬管理对于银行员工工作积极性具有重要的促进作用,员工的工作积极性和主动性影响着银行业务的开展,薪酬管理有利于银行更好地吸引和留住更多优秀的人才,促进银行人才的合理分布和配置。怎样着力推进A银行薪酬管理模式再设计,优化A银行薪酬管理的模式,极大地促进员工工作的积极性和能动性,真正地吸引住和留得下人才,是A银行管理层亟待解决的问题。本文以A银行为例进行详细分析与研究,借鉴国内外薪酬管理方面的先进理论和经验,剖析A银行在薪酬管理方面存在的问题,分析其产生的背景与原因,并对A银行在新形势下一般员工(包括普通员工和中层干部等,不包括高级管理人员即副行长和行长)薪酬管理模式再设计方面提出一些建议,希望能够为A银行的发展提供一点参考意见,尽一份绵薄之力。A银行具有国有银行二级分行的代表性,本文通过对A银行的分析与研究,找出存在的问题,提出解决措施,能够为其他国有银行二级A银行带来借鉴的经验和措施,有利于促进国有银行二级分行更好的发展。
[Abstract]:With the further deepening of China's reform and opening up, the further improvement of the institutional mechanism for the development of the market economy, the more comprehensive opening of the financial market, the rapid establishment and overall layout of foreign banks, joint-stock commercial banks, and local commercial banks.Competition between banks is inevitably becoming more intense and intense.Faced with the advent of open policies such as the marketization of interest rates, deposit insurance system and the establishment of private banks, Bank A, as a branch of Ya'an Branch, a large state-owned commercial bank, continues to carry forward its fine management style in the new historical period.Pragmatic risk prevention policies and open and democratic management characteristics are important and urgent tasks facing it. Bank A belongs to the secondary branches of state-owned commercial banks (prefectural and prefectural branches, where Ya'an is located in a relatively underdeveloped region of Sichuan Province).At the bottom of all kinds of economic indicators, the underdevelopment of the economy causes the difficulty and the fierce competition of the banking business in the region.In recent years, Bank A is faced with two problems: first, the age structure of employees is unreasonable, and the number of employees in the 40-50 age group is more than that in the 30-40 age group, and the number of employees in the 40-50 age group is less than that in the 30-40 age group;Second, the turnover rate of employees, especially young employees, increased gradually, especially in the 20-30 age group.Salary management plays an important role in promoting the working enthusiasm of bank employees. The enthusiasm and initiative of employees affect the development of banking business. Compensation management is conducive to the banks to attract and retain more excellent talents.To promote the rational distribution and distribution of talents in banks.How to push forward the re-design of the compensation management mode of Bank A, optimize the compensation management mode of Bank A, greatly promote the enthusiasm and initiative of employees, and really attract and retain talents,It is an urgent problem for the management of Bank A.Taking Bank A as an example, this paper makes detailed analysis and research, draws lessons from advanced theories and experiences in compensation management at home and abroad, analyzes the problems existing in compensation management of Bank A, and analyzes the background and reasons for its emergence.And put forward some suggestions on the re-design of salary management mode for the general staff (including ordinary staff and middle-level cadres, excluding senior managers, that is, vice governors and governors) of Bank A in the new situation.I hope that I can provide a little reference for the development of Bank A, and try my best to have the representativeness of the secondary branch of the state-owned bank. Through the analysis and research of Bank A, this paper finds out the existing problems and puts forward some measures to solve them.It can bring the experience and measures to other state-owned banks. It is helpful to promote the better development of the secondary branches of state-owned banks.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F832.3

【共引文献】