【摘要】：薪酬管理的實質(zhì)是對人進(jìn)行管理和激勵。有人認(rèn)為文化很重要，因為文化決定人們的行為和績效，有人認(rèn)為考核很重要，因為沒有考核，就不能行之有效的進(jìn)行績效考核，還有人認(rèn)為感情很重要，重視感情管理才能夠促使員工產(chǎn)生高績效，這些觀點都各有各的道理，，但并不全面。 隨著我國銀行客戶經(jīng)理制的建立，客戶經(jīng)理作為連接銀行和客戶的一個重要環(huán)節(jié)，是銀行為實現(xiàn)經(jīng)營目標(biāo)充分利用銀行的各種資源，合理運用市場營銷手段來滿足有特定金融需求的客戶，并且專門從事客戶關(guān)系管理和金融綜合服務(wù)的金融營銷人員。其職能主要是組織銀行資金、維護(hù)客戶關(guān)系，管理貸款，拓展新業(yè)務(wù)，收集和反饋信息。在目前日益白熱化的銀行市場競爭中，其職能的充分發(fā)揮效果直接關(guān)系到銀行命運的興衰。所以銀行需要建立科學(xué)合理的基層核心員工-----客戶經(jīng)理的薪酬激勵制度，通過該制度的有效實施，對客戶經(jīng)理的自身行為進(jìn)行激勵和約束，從而使其自身的經(jīng)營效益得到提高。 本文首先對薪酬的相關(guān)理論進(jìn)行了概述，對薪酬的構(gòu)成和作用進(jìn)行了探討。然后對于花旗銀行與交通銀行客戶經(jīng)理薪酬激勵制度形成的差異原因進(jìn)行探討，最后結(jié)合交通銀行云南省分行客戶經(jīng)理薪酬激勵制度的現(xiàn)狀進(jìn)行分析，并提出了改革和完善客戶經(jīng)理薪酬激勵制度的措施。
[Abstract]:The essence of salary management is to manage and motivate people. Some people think that culture is very important, because culture determines people's behavior and performance, others think that evaluation is very important, because without it, performance appraisal cannot be effectively carried out, others think that emotion is very important. Attention to emotional management can lead to high performance, these ideas have their own reasons, but not comprehensive. With the establishment of the bank account manager system in our country, the account manager, as an important link between the bank and the customer, is that the bank makes full use of all kinds of resources of the bank in order to realize the management goal. The reasonable use of marketing means to meet the specific financial needs of customers, and specialized in customer relationship management and financial comprehensive services of financial marketers. Its main functions are to organize bank funds, maintain customer relations, manage loans, expand new business, collect and feedback information. In the increasingly fierce competition in the banking market, the full effect of its functions is directly related to the rise and fall of the fate of banks. Therefore, banks need to establish a scientific and reasonable salary incentive system for the core staff-customer manager at the grass-roots level. Through the effective implementation of the system, the bank can motivate and restrain the customer manager's own behavior. So that its own operating efficiency has been improved. This paper first summarizes the relevant theories of compensation, and probes into the composition and function of compensation. Then the paper discusses the reasons for the difference between Citibank and Bank of Communications in the formation of compensation incentive system for account managers, and finally analyzes the current situation of the incentive system of customer managers in Yunnan Branch of Bank of Communications. It also puts forward the measures to reform and perfect the incentive system of customer manager's compensation.
【學(xué)位授予單位】：云南財經(jīng)大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F272.92;F832.33

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