本文選題：營銷人員　切入點(diǎn)：薪酬方案　出處：《吉林大學(xué)》2014年碩士論文

【摘要】：隨著知識經(jīng)濟(jì)時代的來臨和全球經(jīng)濟(jì)一體化市場競爭的加劇，人才已成為保障商業(yè)銀行可持續(xù)進(jìn)步、推動社會經(jīng)濟(jì)加快轉(zhuǎn)變經(jīng)濟(jì)發(fā)展方式的核心資源和重要資本。薪酬管理是人力資源管理的核心問題和重要組成部分，實(shí)施科學(xué)、合理的薪酬方案能夠?qū)ι虡I(yè)銀行吸引、激勵和留用人才起著很重要的作用，是實(shí)現(xiàn)提升銀行經(jīng)營效益本質(zhì)目標(biāo)的重要支撐。隨著社會主義市場經(jīng)濟(jì)不斷發(fā)展，中國不斷融入全球化的經(jīng)濟(jì)浪潮。當(dāng)今中國商業(yè)銀行，面對更為激烈的市場競爭以及更為迅猛的知識經(jīng)濟(jì)時代，其成敗的關(guān)鍵是所擁有的營銷人員的質(zhì)量與水平。營銷人員作為商業(yè)銀行人力資源的重要組成部分，在商業(yè)銀行經(jīng)營及參與市場競爭過程中處于舉足輕重的地位。商業(yè)銀行能否有效地激勵營銷人員，對能否建立一支高效率的營銷隊(duì)伍具有十分重要的意義。許多商業(yè)銀行為了發(fā)掘和爭奪優(yōu)秀營銷人員不惜花費(fèi)重金，甚至和競爭對手對簿公堂。對于地方性股份制商業(yè)銀行—鐵嶺銀行來說，招攬優(yōu)秀營銷人員加盟商業(yè)銀行意義尤為重要，關(guān)于地方性股份制商業(yè)銀行如何吸引優(yōu)秀營銷人員加入，學(xué)界有不同的看法。 本文以鐵嶺銀行營銷人員薪酬方案作為研究對象，通過有關(guān)國外薪酬制度理論和國內(nèi)薪酬制度理論和實(shí)踐的研究，分析了適合銀行自身特點(diǎn)的營銷人員薪酬方案對鐵嶺銀行選、用、育、留優(yōu)秀營銷人員的意義，尤其薪酬激勵在營銷人員薪酬管理中的重要作用。 全文共分為五部分。第一部分是緒論，主要從四個方面撰寫，即研究的背景、研究的意義、研究的內(nèi)容和研究方法。第二部分是問題提出，闡述了鐵嶺銀行的概況，結(jié)合目前鐵嶺銀行人力資源管理的實(shí)際情況,分析鐵嶺銀行營銷人員薪酬方案的現(xiàn)狀,在問卷調(diào)查的基礎(chǔ)上分析出鐵嶺銀行營銷人員薪酬方案中存在的問題：不同等級的營銷人員及營銷人員同銀行內(nèi)部其他職員之間的薪酬方案公平性不足，薪酬設(shè)計(jì)缺乏競爭，干與不干一個樣，干多干少一個樣現(xiàn)象普遍，崗位評價標(biāo)準(zhǔn)不明確，，薪酬方案激勵性不穩(wěn)定，績效考核缺乏針對性，福利性薪酬不夠完善。同時對產(chǎn)生上述問題的原因進(jìn)行了詳細(xì)分析。第三部分是鐵嶺銀行營銷人員薪酬方案優(yōu)化設(shè)計(jì)。闡明鐵嶺銀行營銷人員方案優(yōu)化設(shè)計(jì)的目標(biāo)、原則，進(jìn)而提出鐵嶺銀行營銷人員薪酬的優(yōu)化設(shè)計(jì)方案。重點(diǎn)研究如何從薪酬角度激發(fā)營銷人員的積極性，充分發(fā)揮他們的創(chuàng)造能力，推動鐵嶺銀行不斷創(chuàng)新和持續(xù)成長。第四部分是保障措施，有針對性地提出鐵嶺銀行營銷人員薪酬方案的實(shí)施保障，主要包括薪酬結(jié)構(gòu)改革委員會的建立，薪酬激勵的動態(tài)調(diào)整機(jī)制，規(guī)范的薪酬激勵評價體系。第五部分是結(jié)論，對全文進(jìn)行了總結(jié)，同時指出本文的進(jìn)一步研究方向。這些激勵方式的實(shí)施，將提高鐵嶺銀行營銷人員的積極性，促進(jìn)鐵嶺銀行資產(chǎn)的保值增值。
[Abstract]:With the advent of the era of knowledge economy and the aggravation of market competition in the global economic integration, talents have become the guarantee for the sustainable progress of commercial banks. Salary management is the core problem and important component of human resource management. The implementation of scientific and reasonable salary scheme can attract commercial banks. Encouraging and retaining talents plays a very important role and is an important support to achieve the essential goal of improving the efficiency of bank management. With the continuous development of socialist market economy, China is constantly integrated into the economic tide of globalization. In the face of more fierce market competition and a more rapid era of knowledge economy, the key to its success or failure is the quality and level of the marketers, who are an important part of the human resources of commercial banks. Commercial banks play an important role in the process of operating and participating in market competition. It is of great significance to establish an efficient marketing team. Many commercial banks spend a lot of money in order to find and compete for the best marketers. It is especially important for Tieling Bank, a local joint-stock commercial bank, to recruit good marketers to join commercial banks. There are different views on how local joint-stock commercial banks attract excellent marketers. This paper takes Tieling Bank's marketing personnel's compensation scheme as the research object, through the research on the theory and practice of foreign compensation system and domestic compensation system. This paper analyzes the significance of the compensation scheme of marketers suitable for the bank's own characteristics for Tieling Bank to select, use, educate and retain outstanding marketers, especially the important role of salary incentives in the management of compensation for marketers. This paper is divided into five parts. The first part is the introduction, mainly from four aspects, namely, the background of the study, the significance of the study, research content and research methods. The second part is the question put forward, elaborated the general situation of Tieling Bank, According to the actual situation of Tieling Bank's human resource management, the paper analyzes the present situation of Tieling Bank's marketing personnel's salary plan. On the basis of questionnaire survey, the paper analyzes the problems existing in the compensation scheme of marketing staff of Tieling Bank: the fairness of the compensation scheme between the marketing personnel and the marketing staff of different grades and other employees in the bank is insufficient, and the compensation design lacks competition. Doing and not doing the same thing, doing more than doing less is a common phenomenon, job evaluation criteria are not clear, salary plan incentive is unstable, performance appraisal lacks pertinence, Welfare compensation is not perfect. At the same time, the causes of the above problems are analyzed in detail. The third part is the optimization design of Tieling bank marketing personnel's salary scheme. The aim and principle of the optimal design of Tieling bank's marketing personnel's scheme are expounded. And then put forward the optimal design scheme of Tieling Bank's marketing personnel's salary. The emphasis is on how to stimulate the enthusiasm of marketers from the angle of compensation, and give full play to their creative ability. Promote Tieling Bank's continuous innovation and sustained growth. The fourth part is the safeguard measures. The fourth part puts forward the implementation guarantee of Tieling Bank's marketing personnel compensation plan, mainly including the establishment of the compensation structure Reform Commission. The fifth part is the conclusion, summarizes the full text, at the same time points out the further research direction of this article. Will improve the enthusiasm of marketing staff Tieling Bank, promote the value of Tieling Bank assets.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F832.33;F272.92

【參考文獻(xiàn)】

相關(guān)期刊論文 前1條

1 張歌;;煤炭企業(yè)地質(zhì)勘探單位的人力資源及薪酬管理[J];科技信息;2010年17期

本文編號：1695502