本文關(guān)鍵詞：G銀行基層員工薪酬體系再設(shè)計　出處：《山東大學》2014年碩士論文　論文類型：學位論文

  更多相關(guān)文章： 薪酬管理 現(xiàn)狀 基層員工 薪酬體系再設(shè)計

【摘要】：在知識經(jīng)濟大爆發(fā)、大發(fā)展的今天,人才競爭成為各行各業(yè)競爭的重點,金融業(yè)作為知識型產(chǎn)業(yè)的代表行業(yè)其人才的重要性更是不言而喻。然而,伴隨著國有銀行、地方性銀行的發(fā)展以及外資銀行的不斷進入,我國股份制銀行的發(fā)展變得舉步維艱,其對于吸引人才、留住人才的優(yōu)勢受到了雙方面的壓力。為了股份制銀行的長足發(fā)展,如何更好地進行人力資源管理顯得尤為重要,尤其是作為人力資源管理的核心環(huán)節(jié)。 G銀行作為我國股份制商業(yè)銀行之一,其薪酬管理也面臨諸多困境。本文首先對國內(nèi)外薪酬管理的理論發(fā)展進行了文獻梳理,從國內(nèi)外薪酬管理現(xiàn)狀、薪酬的功能、我國商業(yè)銀行的薪酬理論以及薪酬研究動態(tài)等角度進行的綜述。在文獻綜述的基礎(chǔ)之上,對薪酬的概念、構(gòu)成以及薪酬管理的相關(guān)理論進行了概括,并且從管理學和經(jīng)濟學的角度進行了分類。在理論研究的基礎(chǔ)之上,結(jié)合了G銀行目前人力資源以及薪酬管理的發(fā)展現(xiàn)狀,總結(jié)出其薪酬管理在崗位層面、績效考核層面、薪酬層面、福利政策以及獎勵行為等發(fā)面存在的問題,并對其形成根源進行了解析。針對于G銀行目前存在的問題,對G銀行基層員工的薪酬體系進行了再設(shè)計,從工作分析、職位分析、薪酬調(diào)查,最終得出G銀行基層員工薪酬體系,包含員工固定工資、績效工資、企業(yè)福利、其他獎勵等方面,望為G銀行的薪酬管理水平提高以及企業(yè)競爭力增強奠定一定的基礎(chǔ)。 本文基于中國大背景下股份制商業(yè)銀行薪酬體系改革進行分析研究,希望得出的結(jié)論對其他銀行薪酬體系建設(shè)有重要的參考價值和指導意義。
[Abstract]:In the knowledge economy outbreak, development today, talent competition has become the focus of business competition, the financial industry as a representative of the industry the importance of knowledge industry and its talent is self-evident. However, along with the state-owned banks, local banks and foreign banks continue to enter, the development of joint-stock banks in China become for the difficult, attract talent, retain talent advantage by the double pressure. In order to develop joint-stock banks, how to better manage human resources is particularly important, especially as the core of human resource management.
G bank in China as one of the joint-stock commercial banks, the compensation management is facing many difficulties. Firstly, the development of the theory of salary management at home and abroad were combing the literature at home and abroad, from the present situation of compensation management, compensation function, the review of our commercial bank's salary theory and salary research perspective. In based on the literature review, the concept of compensation, and a theory of compensation management are summarized, and from the angle of economics and management science are classified. On the basis of theoretical research, combined with the G bank's current human resources and compensation management development present situation, summed up the salary management in the post level. The level of performance appraisal, salary level, there is a welfare policy and reward behavior issues, and the causes were analyzed. Aiming at the problems existing in the G bank, The G bank employees salary system redesign, from job analysis, job analysis, compensation survey, finally obtains the staff salary system of G bank base, including employee fixed salary, performance salary, welfare enterprises and other incentives, hope to lay a solid foundation for G bank salary management level and the competitiveness of enterprises enhanced.
Based on the analysis of the salary system reform of joint-stock commercial banks under the background of China, we hope that the conclusions will have important reference value and guiding significance for other banks' salary system construction.

【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F272.92;F832.3

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本文編號：1380499