本文選題：薪酬管理 + 激勵(lì)��； 參考：《西南交通大學(xué)》2013年碩士論文

【摘要】：改革開放以來,我國(guó)經(jīng)濟(jì)進(jìn)入高速發(fā)展的軌道,銀行業(yè)一方面成了經(jīng)濟(jì)發(fā)展的加速器,另一方面,銀行業(yè)又成為經(jīng)濟(jì)發(fā)展的主要得益者,四大國(guó)有商業(yè)銀行憑借其背景爭(zhēng)霸中國(guó)金融市場(chǎng)。中國(guó)加入WTO后,眾多的跨國(guó)金融集團(tuán)搶灘進(jìn)駐,中小型銀行紛紛完成股份制改革并逐漸壯大,國(guó)有商業(yè)銀行面臨著前所未有的市場(chǎng)競(jìng)爭(zhēng)。其中,人才的競(jìng)爭(zhēng)成為最突出的競(jìng)爭(zhēng)。企業(yè)要在激烈的競(jìng)爭(zhēng)中取得優(yōu)勢(shì),必須要有富有競(jìng)爭(zhēng)力的人才戰(zhàn)略。人才戰(zhàn)略的核心是薪酬管理制度,毫不夸張地說,科學(xué)完善的薪酬管理制度可以助力企業(yè)發(fā)展事半功倍。然而,受傳統(tǒng)觀念、管理者水平等因素影響,薪酬管理制度并不是那么容易建立更不容易優(yōu)化,國(guó)有商業(yè)銀行雖然經(jīng)過多年的發(fā)展,但在薪酬管理制度優(yōu)化方面也遇到了瓶頸。筆者在國(guó)有商業(yè)銀行之一的中國(guó)農(nóng)業(yè)銀行NH分行人力資源部工作,希望通過論文寫作對(duì)古今中外主要約薪酬管理理論進(jìn)行學(xué)習(xí)和整理,在理論的基礎(chǔ)上結(jié)合NH分行目前薪酬管理的實(shí)際,找出存在的問題,提出完善建議,從而最大限度地護(hù)航NH分行“打造持續(xù)領(lǐng)先、絕對(duì)領(lǐng)先、全面領(lǐng)先一流商業(yè)銀行”總體經(jīng)營(yíng)戰(zhàn)略的實(shí)施。 任何研究都應(yīng)該在特定的理論環(huán)境下展開,本論文也不例外。本論文較為全面地闡述古今中外薪酬管理和激勵(lì)研究的主要理論,以及國(guó)外商業(yè)銀行薪酬管理先進(jìn)的經(jīng)驗(yàn)做法,從而分析出NH分行目前薪酬管理中存在的問題,并提出完善的建議。筆者首先對(duì)NH分行當(dāng)前的薪酬架構(gòu)進(jìn)行闡述,重點(diǎn)圍繞薪酬管理六大原則(即戰(zhàn)略原則、公平原則、競(jìng)爭(zhēng)原則、激勵(lì)原則、經(jīng)濟(jì)原則和合法原則)分析了NH分行薪酬管理存在的普遍性問題,如缺乏戰(zhàn)略性、缺乏內(nèi)部公平性、缺乏外部競(jìng)爭(zhēng)力、缺乏健全激勵(lì)機(jī)制等,并在與分行經(jīng)營(yíng)發(fā)展戰(zhàn)略相統(tǒng)一的原則、與崗位管理體系相結(jié)合的原則、兼顧內(nèi)部公平、提升外部競(jìng)爭(zhēng)力原則、激勵(lì)與考核雙輪驅(qū)動(dòng)原則的導(dǎo)向下,對(duì)NH分行完善薪酬管理制度提出如緊貼總體戰(zhàn)略,提高管理水平；完善以崗定薪,逐步實(shí)現(xiàn)分配的內(nèi)部公平；薪酬與績(jī)效相結(jié)合,豐富薪酬的內(nèi)涵和活性；建立科學(xué)有效績(jī)效評(píng)估體系,提高薪酬管理的認(rèn)可度；調(diào)整薪酬結(jié)構(gòu),建立多元化激勵(lì)機(jī)制,增強(qiáng)對(duì)外競(jìng)爭(zhēng)力；以人為本,增強(qiáng)員工參與度等建議。
[Abstract]:Since the reform and opening up, China's economy has entered the track of rapid development. On the one hand, the banking industry has become the accelerator of economic development, on the other hand, the banking industry has become the main beneficiary of economic development. The four major state-owned commercial banks compete to dominate China's financial market with their background. After China's entry into WTO, many multinational financial groups have rushed into the market, and small and medium-sized banks have completed the joint stock system reform and gradually expanded. The state-owned commercial banks are facing unprecedented market competition. Among them, the competition of talent becomes the most outstanding competition. In order to gain advantage in the fierce competition, enterprises must have a competitive talent strategy. The core of talent strategy is salary management system. It is no exaggeration to say that scientific and perfect salary management system can help enterprises develop with half the effort. However, under the influence of traditional concept, management level and other factors, the salary management system is not easy to establish and not easy to optimize. Although the state-owned commercial banks have been developing for many years, they have also encountered the bottleneck in the optimization of salary management system. The author works in the human resources department of NH branch of Agricultural Bank of China, one of the state-owned commercial banks. On the basis of theory, combined with the practice of the current salary management of NH branch, the paper finds out the existing problems and puts forward some suggestions to improve it, so as to maximize the protection of NH branch "to create a continuous leading, absolutely leading," Overall leading the first-class commercial banks, "the implementation of the overall business strategy." Any research should be carried out in a specific theoretical environment, this paper is no exception. This paper comprehensively expounds the main theories of salary management and incentive research in China and abroad, and the advanced experience and practice of compensation management in foreign commercial banks, and then analyzes the problems existing in the current salary management of NH Branch. And put forward perfect suggestion. First of all, the author expounds the current salary structure of NH Branch, focusing on the six principles of compensation management (namely, strategic principle, fair principle, competition principle, incentive principle, etc.) This paper analyzes the general problems of NH branch salary management, such as lack of strategy, lack of internal fairness, lack of external competitiveness, lack of sound incentive mechanism, etc. And under the guidance of the principle of unity with the development strategy of branch management, the principle of combining with the post management system, the principle of taking into account the internal fairness, the principle of enhancing the external competitiveness, the principle of encouraging and examining the two-wheel drive, To improve the salary management system of NH branch, such as sticking to the overall strategy, improving the management level, perfecting the fixed salary with the post, gradually realizing the internal fairness of the distribution, combining the compensation with the performance, enriching the connotation and activity of the salary; Establish a scientific and effective performance evaluation system to improve the recognition of compensation management; adjust the salary structure, establish a diversified incentive mechanism to enhance the external competitiveness; people-oriented, enhance employee participation and other suggestions.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F832.33;F272.92

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