發(fā)布時(shí)間：2018-05-16 05:17

  本文選題：國(guó)有商業(yè)銀行 + 客戶經(jīng)理�。� 參考：《西南財(cái)經(jīng)大學(xué)》2013年碩士論文

【摘要】：銀行管理中,人力資源管理作為銀行發(fā)揮競(jìng)爭(zhēng)優(yōu)勢(shì)的源頭,薪酬制度又作為人力資源管理的重頭戲,可以說薪酬制度是銀行管理的核心內(nèi)容。隨著中國(guó)金融業(yè)的開放,各家銀行之間的競(jìng)爭(zhēng)日益激烈,核心人才的爭(zhēng)奪日趨升級(jí),如何吸引并留住關(guān)鍵人才成為了薪酬制度的重心所在。 伴隨著銀行經(jīng)營(yíng)理念的轉(zhuǎn)變,客戶經(jīng)理制度在國(guó)內(nèi)各家商業(yè)銀行的逐步應(yīng)用和確立,客戶經(jīng)理在商業(yè)銀行的發(fā)展過程中日益體現(xiàn)出重要的作用�，F(xiàn)代商業(yè)銀行實(shí)行的基本都是以客戶為中心的營(yíng)銷理念,擁有廣泛優(yōu)質(zhì)的客戶群體資源已成為銀行發(fā)展和保持競(jìng)爭(zhēng)力的基礎(chǔ)�？蛻艚�(jīng)理的主要工作是負(fù)責(zé)為客戶提供各種金融服務(wù),要求必須以客戶為中心、提高服務(wù)質(zhì)量、挖掘客戶潛力、拓展更多的客戶資源從而推廣銀行業(yè)務(wù),是銀行價(jià)值的最主要?jiǎng)?chuàng)造者。 在國(guó)有商業(yè)銀行面對(duì)競(jìng)爭(zhēng)加劇、經(jīng)營(yíng)壓力日益增大的情況下,銀行高層更加重視經(jīng)營(yíng)的成果、忽視過程的管理,導(dǎo)致其客戶經(jīng)理薪酬激勵(lì)制度普遍存在著重視外在薪酬忽視內(nèi)在薪酬的現(xiàn)象,同時(shí)外在薪酬的重要構(gòu)成部分績(jī)效工資的考核體系也存在著一定的問題。對(duì)于以知識(shí)員工密集為特點(diǎn)的我國(guó)銀行業(yè)而言,在外在薪酬制度上如何建立完善的考核體系,增加團(tuán)隊(duì)意識(shí)、提高員工積極性、讓客戶經(jīng)理努力工作的目標(biāo)與銀行發(fā)展的方向一致；同時(shí)在內(nèi)在薪酬上滿足客戶經(jīng)理對(duì)內(nèi)在薪酬的需求,促使客戶經(jīng)理對(duì)工作產(chǎn)生榮譽(yù)感、成就感、責(zé)任感,增加客戶經(jīng)理對(duì)銀行的忠誠(chéng)度,是商業(yè)銀行管理層在構(gòu)建和完善本行客戶經(jīng)理薪酬激勵(lì)制度時(shí)需要深度思考的。 基于以上思路,本文運(yùn)用薪酬理論,以筆者所在的某金融機(jī)構(gòu)為案例,對(duì)商業(yè)銀行客戶經(jīng)理的薪酬激勵(lì)制度進(jìn)行分析。 本文首先提出研究客戶經(jīng)理薪酬激勵(lì)制度的重要性,闡述了目前薪酬管理的一些主要概念和理論,特別是商業(yè)銀行客戶經(jīng)理薪酬的構(gòu)成和功能。其次,結(jié)合薪酬管理的概念和理論,以國(guó)有商業(yè)銀行S支行為例,分析其目前實(shí)行的客戶經(jīng)理薪酬激勵(lì)制度的概況,力圖從理論上初步找出現(xiàn)行制度下存在的優(yōu)點(diǎn)和缺陷,在此基礎(chǔ)上,針對(duì)其不足之處引入國(guó)外商業(yè)銀行的先進(jìn)經(jīng)驗(yàn),并對(duì)這些經(jīng)驗(yàn)進(jìn)行初步的歸納小結(jié)。最后,運(yùn)用前文提出的薪酬理論和國(guó)外商業(yè)銀行的先進(jìn)經(jīng)驗(yàn),結(jié)合S支行的薪酬激勵(lì)制度,提出相應(yīng)的改進(jìn)對(duì)策,為運(yùn)用和S支行類似的客戶經(jīng)理薪酬激勵(lì)制度的國(guó)有商業(yè)銀行在改進(jìn)客戶經(jīng)理薪酬激勵(lì)制度時(shí)提供一些參考和思路。
[Abstract]:In banking management, human resource management is the source of banks' competitive advantage, and the compensation system is the most important part of human resource management. It can be said that compensation system is the core content of bank management. With the opening of China's financial industry, the competition among banks is becoming increasingly fierce, and the competition for core talents is escalating day by day. How to attract and retain key talents has become the focus of the compensation system. With the change of the management idea of the bank, the customer manager system is gradually applied and established in the domestic commercial banks, and the account manager plays an increasingly important role in the development of the commercial bank. The modern commercial banks are basically customer-centered marketing concepts. Having a wide range of high-quality customer group resources has become the basis for banks to develop and maintain competitiveness. The main job of the account manager is to provide all kinds of financial services to the customer. It is necessary to focus on the customer, improve the service quality, tap the potential of the customer, expand the customer resources and promote the banking business. Is the bank's most important creator of value. In the face of intensified competition and increasing operating pressure of state-owned commercial banks, the top management of the banks pays more attention to the results of operation and neglects the management of the process. As a result, the customer manager compensation incentive system has the phenomenon of paying attention to the external compensation and neglecting the internal salary. At the same time, there are some problems in the appraisal system of the performance salary, which is an important part of the external compensation. For China's banking industry, which is characterized by knowledge staff concentration, how to set up a perfect examination system on the external compensation system, increase team consciousness, and improve the enthusiasm of employees, Let the customer manager work hard with the direction of the development of the bank; at the same time, in the internal compensation to meet the needs of the customer manager for internal compensation, promote the customer manager to work sense of honor, sense of achievement, sense of responsibility, To increase the loyalty of the account manager to the bank is what the management of the commercial bank needs to think deeply when constructing and perfecting the incentive system of the bank's account manager. Based on the above ideas, this paper uses the compensation theory to analyze the compensation incentive system of the customer manager of the commercial bank with the case of a financial institution in which the author is located. This paper first puts forward the importance of studying the incentive system of customer manager compensation, and expounds some main concepts and theories of current compensation management, especially the composition and function of customer manager compensation in commercial banks. Secondly, combined with the concept and theory of salary management, taking S branch of state-owned commercial bank as an example, this paper analyzes the general situation of the current customer manager compensation incentive system, and tries to find out the advantages and disadvantages of the current system. On this basis, introduce the advanced experience of foreign commercial banks in view of its shortcomings, and summarize these experiences. Finally, using the salary theory and the advanced experience of foreign commercial banks, combining with the compensation incentive system of S Branch, the paper puts forward the corresponding improvement countermeasures. This paper provides some references and ideas for the state-owned commercial banks to improve the customer manager compensation incentive system by using the similar customer manager compensation incentive system similar to that of the S branch bank.
【學(xué)位授予單位】：西南財(cái)經(jīng)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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本文編號(hào)：1895610