【摘要】：股份制商業(yè)銀行是我國(guó)銀行業(yè)的第二梯隊(duì)，既豐富了銀行業(yè)的層次，也通過其體制規(guī)范、機(jī)制靈活等特點(diǎn)激活了整個(gè)銀行業(yè)。對(duì)于我國(guó)股份制商業(yè)銀行來說，，人力資源是其核心競(jìng)爭(zhēng)力的基礎(chǔ)，市場(chǎng)營(yíng)銷人員作為銀行價(jià)值的直接創(chuàng)造者，成為股份制商業(yè)銀行人力資源管理的核心要素。因此，研究市場(chǎng)營(yíng)銷人員激勵(lì)具有重要的理論價(jià)值和實(shí)踐意義。 當(dāng)前，我國(guó)股份制商業(yè)銀行普遍存在市場(chǎng)營(yíng)銷人員激勵(lì)不足，薪酬設(shè)計(jì)忽視了差異化激勵(lì)等問題。如何推動(dòng)營(yíng)銷人員的人力資源管理工作，特別是激勵(lì)機(jī)制的創(chuàng)新是本文要研究的主要問題。本文以股份制商業(yè)銀行為研究對(duì)象，首先，運(yùn)用文獻(xiàn)研究法對(duì)相關(guān)激勵(lì)理論進(jìn)行闡述，結(jié)合股份制商業(yè)銀行的組織架構(gòu)和市場(chǎng)營(yíng)銷人員的職責(zé)分工等特點(diǎn)，全面分析研究市場(chǎng)營(yíng)銷人員所處環(huán)境以及激勵(lì)現(xiàn)狀。其次，運(yùn)用案例研究對(duì)股份制商業(yè)銀行市場(chǎng)營(yíng)銷人員的激勵(lì)現(xiàn)狀進(jìn)行分析，剖析其薪酬、績(jī)效和職業(yè)發(fā)展等方面存在的主要問題；再次，基于現(xiàn)行激勵(lì)機(jī)制存在的主要問題，分析市場(chǎng)營(yíng)銷人員需求和激勵(lì)要素，構(gòu)建了管理序列、產(chǎn)品經(jīng)理序列、客戶經(jīng)理序列人員的組合激勵(lì)模型；最后，基于建立符合股份制商業(yè)銀行特點(diǎn)和實(shí)際需要的內(nèi)部激勵(lì)體系的管理思想，提出了完善差異化激勵(lì)機(jī)制的對(duì)策建議。 本文旨在對(duì)股份制商業(yè)銀行市場(chǎng)營(yíng)銷人員的激勵(lì)問題進(jìn)行研究和探索，為完善我國(guó)股份制商業(yè)銀行市場(chǎng)營(yíng)銷人員激勵(lì)機(jī)制提供決策參考，也為人力資源管理體系研究提供新的思路。
[Abstract]:The joint-stock commercial bank is the second echelon of the banking industry in our country. It not only enriches the banking level, but also activates the whole banking industry through the characteristics of its system standard and flexible mechanism. For China's joint-stock commercial banks, human resources are the basis of their core competitiveness, and marketers, as direct creators of bank value, have become the core elements of human resources management in joint-stock commercial banks. Therefore, the research marketing personnel incentive has the important theory value and the practice significance. At present, there are many problems in joint-stock commercial banks in our country, such as insufficient incentive of marketers and neglect of differential incentive in salary design. How to promote the human resource management of marketing personnel, especially the innovation of incentive mechanism, is the main problem to be studied in this paper. This paper takes the joint-stock commercial bank as the research object. First of all, it uses the literature research method to expound the relevant incentive theory, combined with the organizational structure of the joint-stock commercial bank and the division of duties of the marketing personnel, and so on. Comprehensive analysis of the marketing personnel in the environment and incentive status. Secondly, using the case study to analyze the incentive status of the marketers in joint-stock commercial banks, and analyze the main problems in the aspects of salary, performance and career development. Thirdly, based on the main problems existing in the current incentive mechanism, this paper analyzes the marketing personnel demand and incentive elements, and constructs the combined incentive model of management sequence, product manager sequence and customer manager sequence personnel. Finally, based on the management idea of establishing the internal incentive system in accordance with the characteristics and practical needs of the joint-stock commercial banks, the paper puts forward some countermeasures and suggestions to perfect the differentiated incentive mechanism. The purpose of this paper is to study and explore the incentive problem of marketers in joint-stock commercial banks, and to provide a decision reference for perfecting the incentive mechanism of marketers in joint-stock commercial banks. It also provides new ideas for the study of human resource management system.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F272.92;F832.33

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