某国有商业银行B分行薪酬管理研究

发布时间：2018-05-28 05:14

本文选题：商业银行 + 人力资源管理　；参考：《湖南农业大学》2014年硕士论文

【摘要】：随着中国经济和社会的不断发展,国内的商业银行与我国其他产业一样受到与时俱进、时刻更新的市场越来越多而且越来越高的挑战与要求,国内各家商业银行在银行治理结构、产品创新能力以及全球化的资金管理平台等方面全面展开了竞争。企业的战略、企业所面对的实际以及企业的核心价值一起构成了企业的环境薪酬激励体系,这个体系通过全面合理得分析当前企业薪酬机制所遇到的问题从而全面科学的评价影响企业职员薪酬的不同因素,及时根据业务经营的实际情况进行匹配和微调,遵循效率优先、兼顾公平的原则,充分发挥薪酬激励的管理指挥功能,为实现企业经营的目标和成果,发挥应有的约束效果。本文以某国有商业银行B分行为例,对其薪酬管理体系进行解读,并以找到的问题作为目标,并探求其原因。在理论分析基础上,根据其存在的问题及原因分析为该行重新搭建薪酬管理体系提供有效对策。主要研究内容包括：(一)从国内和国外两个角度概括了对国有商业银行薪酬管理的主要研究情况,然后简单介绍了薪酬激励的相关理论知识,包括薪酬的结构、作用、薪酬管理的历史发展和主要的激励理论。(二)详细阐述了某国有商业银行B分行现有的人力资源管理的基本情况和薪酬激励政策的实施现状,并通过问卷调查的方式调研了B分行内主要员工对现有薪酬体系的满意情况。(三)根据B分行的现状充分分析其薪酬管理体系存在的问题,并通过调研的方式总结出存在这些问题的原因。(四)从存在的问题入手,并结合已有的薪酬理论知识,提出对B分行薪酬激励体系的优化方案以及实施过程中的一些保障性措施,努力建立一套基于战略导向的具有激励作用的多元化薪酬体系。从本文中可以看到,合理的薪酬激励体系对于企业管理的作用无可替代,银行的价值和银行职员本身的价值紧密联系在一起。所以,银行必须使职员价值最大化才能够实现自身价值的最大化,如果职员本身的价值难以实现,那么本行的职员工作起来将会缺乏积极性,最后银行的价值也很难做到最大化。同时,科学合理的薪酬体系将能够更好地激发职员的创造力,营造良好的工作氛围和文化,提高对银行核心人才的吸引力,以进一步丰富企业的人才培养体系。因此,我国的国有商业银行是否能够获得长足的持续的发展,很大一部分在于如何建立一个科学、合理和有效的薪酬激励机制,并形成一个更加科学、更加系统化、更加符合各个银行自身发展的人力资源管理体系。
[Abstract]:With the continuous development of Chinese economy and society, the domestic commercial banks, like other industries in our country, are facing more and more challenges and requirements from time to time. Domestic commercial banks have launched competition in the aspects of bank governance structure, product innovation ability and global fund management platform. The strategy of the enterprise, the reality that the enterprise faces and the core value of the enterprise constitute the environment salary incentive system of the enterprise together. By comprehensively and reasonably analyzing the problems encountered by the current enterprise compensation mechanism, this system comprehensively and scientifically evaluates the different factors that affect the compensation of the employees of the enterprise, and makes timely matching and fine-tuning according to the actual situation of the business operation. Following the principle of giving priority to efficiency and giving consideration to fairness, the management and command function of salary incentive should be brought into full play, so as to realize the goal and achievement of enterprise management and bring into play the due restraint effect. Taking B branch of a state-owned commercial bank as an example, this paper interprets the salary management system of a state-owned commercial bank, takes the problems found as the target and explores the reasons. On the basis of theoretical analysis, it provides effective countermeasures for the bank to rebuild its salary management system according to its existing problems and reasons. The main research contents include: (1) summarize the main research situation of compensation management in state-owned commercial banks from domestic and foreign perspectives, and then briefly introduce the relevant theoretical knowledge of compensation incentive, including the structure and function of compensation. The historical development and main incentive theory of salary management. (2) expounding in detail the basic situation of human resource management and the actualization of salary incentive policy in B branch of a state-owned commercial bank. Through the way of questionnaire survey, the paper investigates the satisfaction of the main employees in B Branch with the existing compensation system. (3) according to the present situation of B Branch, the problems in its salary management system are fully analyzed, and the reasons for these problems are summed up through investigation. (4) starting with the existing problems and combining with the existing knowledge of compensation theory, the paper puts forward the optimization scheme of B branch compensation incentive system and some safeguard measures in the process of implementation. Strive to establish a set of strategic-oriented diversification of incentive compensation system. It can be seen from this paper that the role of reasonable salary incentive system in enterprise management is irreplaceable, and the value of the bank is closely related to the value of the bank staff itself. Therefore, banks must maximize the value of their staff in order to maximize their own value. If the value of their own staff is difficult to realize, then the staff of the bank will lack enthusiasm for their work. In the end, it is hard to maximize the value of banks. At the same time, the scientific and reasonable salary system can stimulate the creativity of the staff, create a good working atmosphere and culture, improve the attraction to the core talents of the bank, and further enrich the talent training system of the enterprise. Therefore, whether the state-owned commercial banks of our country can obtain the substantial sustainable development, a great part lies in how to establish a scientific, reasonable and effective salary incentive mechanism, and form a more scientific, more systematic, more scientific, more systematic. More in line with each bank's own development of human resources management system.
【学位授予单位】：湖南农业大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F272.92;F832.33

【参考文献】