發(fā)布時間：2018-05-04 13:49

  本文選題：唐山建行 + 基層員工　； 參考：《華中科技大學》2012年碩士論文

【摘要】：目前，我國金融業(yè)已經(jīng)全面對外開放，外資銀行和中小股份制商業(yè)銀行紛紛進入。外資銀行和中小股份制銀行憑借資金實力、管理經(jīng)驗等優(yōu)勢，給我國國有商業(yè)銀行業(yè)帶來巨大的人才競爭壓力。為了在競爭中獲得優(yōu)勢地位，，國有商業(yè)銀行必須不遺余力的提高自身競爭力。根據(jù)中國目前的現(xiàn)狀，薪酬激勵仍是決定人才流動的最重要的因素，激勵機制是影響人力資本能動性的核心因素之一，是影響人力資本效能發(fā)揮的“驅(qū)動力”。如何有效的激勵員工，調(diào)動他們的工作積極性，對于商業(yè)銀行贏得和留住大量優(yōu)質(zhì)客戶、在激烈的競爭中取得優(yōu)勢和提高業(yè)績具有非常重要的意義。 自上世紀以來，企業(yè)層面的宏觀薪酬管理激勵理論在國內(nèi)外經(jīng)濟學者們的共同努力下不斷發(fā)展和不斷完善，形成了一系列科學的薪酬激勵理論。我國國內(nèi)學者在國有商業(yè)銀行的人力資源管理、薪酬管理、薪酬結(jié)構(gòu)、薪酬體系設計等方面的研究也取得了較為豐碩的成果，但薪酬激勵方面的研究相對較少，已有研究也主要是對于國有商業(yè)銀行高管人員的薪酬激勵的研究，對國有商業(yè)銀行尤其是國有商業(yè)銀行基層機構(gòu)的薪酬激勵的研究較少。 本文將唐山建行基層機構(gòu)薪酬激勵問題作為研究對象，對唐山建行基層機構(gòu)的薪酬激勵狀況進行分析，總結(jié)目前唐山建行基層機構(gòu)在員工薪酬激勵方面存在的問題和不足，結(jié)合經(jīng)典薪酬激勵理論對如何完善唐山建行基層機構(gòu)薪酬激勵提出建議和對策。文中一些具體的分層次的激勵策略通過實踐運用已經(jīng)取得了初步成果，希望借此研究幫助唐山建行基層機構(gòu)的薪酬激勵機制建設實現(xiàn)進一步提升，找到真正符合其發(fā)展規(guī)律，并能促進其提升的合理模式，不斷提高唐山建行綜合競爭力。
[Abstract]:At present, China's financial industry has been fully open to the outside world, foreign banks and small-and medium-sized joint-stock commercial banks have entered. With the advantages of capital strength and management experience, foreign banks and small and medium-sized joint-stock banks bring great competitive pressure to the state-owned commercial banks of our country. In order to gain advantage in competition, state-owned commercial banks must spare no effort to improve their competitiveness. According to the present situation of China, salary incentive is still the most important factor to determine the flow of talents, and the incentive mechanism is one of the core factors that influence the human capital initiative and the "driving force" that affects the exertion of human capital efficiency. It is very important for commercial banks to win and retain a large number of high quality customers, gain advantages and improve their performance in the fierce competition. Since the last century, the macro salary management incentive theory at the enterprise level has been developed and perfected with the joint efforts of domestic and foreign economists, and a series of scientific salary incentive theories have been formed. Domestic scholars have also made fruitful achievements in human resource management, salary management, salary structure and salary system design of state-owned commercial banks, but the research on compensation incentive is relatively few. The existing research is mainly about the compensation incentive of the senior managers of state-owned commercial banks, but the research on the compensation incentives of state-owned commercial banks, especially the grass-roots institutions of state-owned commercial banks is less. This article takes the compensation incentive problem of the basic level organization of the Tangshan Construction Bank as the research object, analyzes the compensation incentive situation of the basic level organization of the Tangshan Construction Bank, and summarizes the problems and shortcomings of the basic level organization of the Tangshan Construction Bank in the aspect of the staff compensation incentive at present. Based on the classical salary incentive theory, the paper puts forward some suggestions and countermeasures on how to perfect the compensation incentive of the basic level organizations of Tangshan Construction Bank. In this paper, some specific hierarchical incentive strategies have been achieved through practical application. It is hoped that this study will help the construction of compensation incentive mechanism in the grass-roots institutions of Tangshan Construction Bank to further enhance and find out the true development law. And can promote its promotion of a reasonable model, constantly improve the comprehensive competitiveness of Tangshan Construction Bank.
【學位授予單位】：華中科技大學
【學位級別】：碩士
【學位授予年份】：2012
【分類號】：F272.92;F832.33

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本文編號：1843202