A证券公司泉州营业部一线员工激励策略研究

发布时间：2018-05-25 09:05

本文选题：A证券公司 + 泉州营业部　；参考：《华侨大学》2014年硕士论文

【摘要】：随着我国市场经济体制的全面变革，市场体系日益健全，国内证券投资市场也逐步地发展壮大。证券公司是处于中国证券市场中具有核心地位的金融服务中介机构，充斥着对各种不同类型优质人才的争夺。在市场竞争日益激烈的环境下，为了进一步完善证券一线团队，各大证券公司就有必要研究针对证券市场一线员工的激励策略。当前，如何对这些一线员工进行有效的管理和激励，以促进公司发展，使公司获得持续的竞争力优势已经成为多数证券公司亟需解决的一个重大课题。证券公司需要的人才必须具备极强的专业性，并且还具有以下的特质，例如：知识更新速度快、人员高流动性、低龄化、协作性强等。然而，目前证券公司员工特别是从事一线工作的员工流动过于频繁，专业水平参差不齐，证券公司对一线员工激励过程中普遍存在着薪酬体系不合理，考核体系不完善，缺乏科学合理的培训制度，激励方式单一等问题。这些问题成为证券公司日常运作、发展的重大障碍。因此，仔细分析这些问题及原因，提出解决对策，直接影响到证券公司的的发展。 A证券公司是国内一家知名的综合类证券公司，网点基本辐射全国各地，在泉州市拥有5个营业网点，公司管理规范，有一整套完整的人才管理体制，对职工的职业生涯发展也较为重视，积极采取各种方式调动他们的工作积极性，挖掘他们的工作能力。整体上看A证券公司的激励策略已经具备了初步的系统性。但是细究起来，它依然存在着许多不够合理、不够周密之处，出现这些问题的原因，，除了有员工自身的问题、公司管理的局限之外，还有大环境、地域等原因，主客观、内外因等因素共同作用产生了公司激励策略现状。本文运用相关的人力资源激励理论，结合A证券公司泉州营业部进行个案研究，分析其一线员工的基本情况，包括年龄、学历、职称，薪酬体系，对工作的满意度，目前采取的激励手段及员工为公司所创造的价值，指出现有的激励策略暴露了众多问题：薪酬体系不合理，考核体系欠科学，激励方式单一，重显性激励、轻隐性激励，一线员工流动性强，流失严重等。并且，通过阐述导致出现这些问题的主要原因，借鉴同行成功经验，提出完善A证券公司泉州营业部一线员工激励策略的合理化建议：根据实际需要，科学引进人才；强化一线职工对公司的忠诚度；创建合理的薪酬制度，设立规范、科学的绩效考核体系；建立合理的员工培训体制；充分挖掘隐性激励手段，全方位激发员工工激情。
[Abstract]:With the overall reform of the market economy system, the market system is becoming more and more perfect, and the domestic securities investment market is gradually developing and expanding. The securities company is the financial service intermediary organization which has the core position in the Chinese securities market, is full of various kinds of high-quality talented person's competition. Under the increasingly fierce market competition, in order to further improve the securities first-line team, it is necessary for the major securities companies to study the incentive strategy for the first-line employees in the securities market. At present, how to effectively manage and motivate these front-line employees in order to promote the development of the company and make the company obtain the sustainable competitive advantage has become an important issue that most securities companies urgently need to solve. The talents needed by securities companies must be highly professional, and also have the following characteristics, such as fast knowledge updating, high mobility of personnel, low age, strong collaboration, and so on. However, at present, the employees of securities companies, especially those engaged in front-line work, are moving too frequently, and their professional level is uneven. In the process of encouraging front-line employees, the securities companies generally have unreasonable salary system and imperfect appraisal system. Lack of scientific and reasonable training system, single incentive methods and other issues. These problems become a major obstacle to the daily operation and development of securities companies. Therefore, these problems and reasons are carefully analyzed, and solutions are put forward, which directly affect the development of securities companies. A Securities Company is a well-known comprehensive securities company in China. The network basically radiates all parts of the country. It has five business outlets in Quanzhou City, the company has standardized management, and has a complete talent management system. It also pays more attention to the career development of the workers, and actively adopts various ways to arouse their working enthusiasm and excavate their working ability. On the whole, A Securities Company's incentive strategy has a preliminary systemic. However, on closer examination, there are still many reasons for these problems that are not reasonable and thorough. In addition to the problems of the employees themselves, the limitations of the management of the company, as well as the general environment, geographical areas, and so on, the reasons for these problems are subjective and objective. Internal and external factors and other factors together produce the status quo of corporate incentive strategy. Based on the relevant human resource incentive theory and the Quanzhou Business Department of A Securities Company, this paper analyzes the basic situation of its front-line employees, including age, education, professional title, salary system, job satisfaction, and so on. The incentive measures adopted at present and the value created by employees for the company point out that the existing incentive strategies have exposed many problems: unreasonable salary system, unscientific assessment system, single incentive mode, emphasis on explicit incentive, and less recessive incentive. The first line staff mobility is strong, the loss is serious and so on. Moreover, by expounding the main causes of these problems and drawing on the successful experience of the peers, the paper puts forward some reasonable suggestions to perfect the incentive strategy for the first-line staff of Quanzhou Business Department of A Securities Company: introducing talents scientifically according to the actual needs; To strengthen the loyalty of front-line workers to the company; to create a reasonable compensation system, establish a standardized, scientific performance appraisal system; to establish a reasonable staff training system; to fully tap the hidden incentives to stimulate staff passion in all directions.
【学位授予单位】：华侨大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F832.39

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