本文選題：農商行　切入點：普惠客戶經(jīng)理　出處：《揚州大學》2017年碩士論文

【摘要】：隨著城鎮(zhèn)化進程的加快,縣域金融市場的層次和內涵都發(fā)生著深刻變化,農村金融市場競爭越來越激烈。農商行立足于農村,服務于小微企業(yè),普惠類業(yè)務是全行業(yè)務的重中之重。普惠客戶經(jīng)理是農商行經(jīng)營價值創(chuàng)造的主體,近年來普惠客戶經(jīng)理的離職率卻在不斷提高。因此,為了能在激烈的競爭中不斷發(fā)展,就需要建立一支穩(wěn)定的普惠客戶經(jīng)理隊伍,通過薪酬激勵充分調動其積極性,充分發(fā)揮普惠客戶經(jīng)理的作用。因此探索普惠客戶經(jīng)理薪酬激勵,完善普惠客戶經(jīng)理薪酬分配,這對留住人才,吸引人才至關重要。因而,以Y農商行普惠客戶經(jīng)理為研究對象,對其普惠客戶經(jīng)理薪酬激勵進行深入研究,為Y農商行普惠客戶經(jīng)理薪酬激勵的有效運行提出針對性的優(yōu)化建議,具有重要的現(xiàn)實意義和管理價值。本文以薪酬激勵理論為基礎,通過文獻研究法、問卷調查法,深入分析了 Y農商行普惠客戶經(jīng)理薪酬激勵現(xiàn)狀及激勵效果。研究結果表明,Y農商行普惠客戶經(jīng)理薪酬構成包括基本工資、績效工資、福利津貼和職務晉升。Y農商行普惠客戶經(jīng)理薪酬激勵效果如下:首先,普惠客戶經(jīng)理普遍對薪酬水平的滿意度低。其次,對于薪酬的公平性問題上,大部分普惠客戶經(jīng)理感到薪酬制度不夠公正和公平,影響薪酬分配的最主要的問題依次是薪酬制度和考核不透明、薪酬政策的穩(wěn)定性和統(tǒng)一性信息、技術落后,數(shù)據(jù)采集失真。第三,普惠客戶經(jīng)理對目前福利滿意度不高。第四,普惠客戶經(jīng)理對績效考核體系滿意度較低,影響績效考核效果的最主要的問題依次領導意志干擾較多、缺乏有效的監(jiān)督約束機制、績效考核系統(tǒng)尚不完善、領導不夠重視。最后,普惠客戶經(jīng)理對中長期激勵的滿意度不高,絕大多數(shù)普惠客戶經(jīng)理認為職務的晉升對于提高薪酬的影響較大。在上述分析的基礎上,指出了Y農商行普惠客戶經(jīng)理薪酬激勵存在的問題及原因:第一,薪酬水平市場競爭力較弱。第二,薪酬分配內部公平性缺乏,包括:薪酬政策缺乏統(tǒng)一性、數(shù)據(jù)采集信息技術落后、薪酬制度及考核不透明。第三,福利設計針對性有待加強。第四,績效考核體系仍需要健全,包括:體制陋習未完全改變、績效考核系統(tǒng)效率低、監(jiān)督約束機制不健全。第五,薪酬激勵結構設計不合理,包括:基本工資受職務晉升影響較大、短期激勵和長期激勵結構失衡。針對上述問題,對Y農商行普惠客戶經(jīng)理薪酬激勵提出了相應的優(yōu)化建議:第一,界定合理薪酬水平。第二,促進薪酬分配公平,包括:統(tǒng)一薪酬分配政策、建立電子考核系統(tǒng)、建立有效溝通機制。第三,實施彈性福利政策。第四,完善績效考核體系,包括:存量客戶競投標制度、優(yōu)化績效考核指標、建立薪酬考核委員會。第五,調整完善薪酬結構,包括完善員工管理體系機制、重視中長期激勵的作用。
[Abstract]:With the acceleration of urbanization, the level and connotation of the county financial market have undergone profound changes, and the competition in the rural financial market is becoming more and more intense. The general business is the most important part of the whole bank business. The account manager is the main body of the agribusiness value creation, but the turnover rate of the customer manager is increasing in recent years. Therefore, in order to be able to develop continuously in the fierce competition, It is necessary to set up a stable team of account managers, mobilize their enthusiasm and give full play to the role of account managers. This is very important to retain talents and attract talents. It has important practical significance and management value to put forward targeted optimization suggestions for the effective operation of compensation incentive for the general customer manager of Yagang Company. Based on the theory of compensation incentive, this paper is based on the theory of compensation incentive, through the method of literature research, questionnaire survey, and so on. The paper deeply analyzes the current situation and incentive effect of the compensation of the general manager of the Yagang Company. The results show that the salary composition of the customer manager includes the basic salary, the performance salary, the performance salary, the basic salary, the performance salary and the performance salary. The benefits and job promotion. Y. the incentive effect of the general account manager is as follows: firstly, the general satisfaction of the customer manager with the salary level is low. Secondly, on the issue of the fairness of the salary, Most of the general account managers feel that the compensation system is not fair and equitable. The most important problems affecting the distribution of compensation are, in turn, the opaque pay system and appraisal, the information on the stability and unity of the salary policy, and the backward technology. Third, the customer manager's satisfaction with welfare is not high. Fourth, the customer manager's satisfaction with the performance appraisal system is low, and the most important problems affecting the performance appraisal result are more interference of leadership will. Lack of effective supervision and restraint mechanism, performance appraisal system is not perfect, the leadership is not enough attention. On the basis of the above analysis, the paper points out the problems and reasons of the compensation incentive of the general manager in the Yagang Company: first, Second, the lack of internal fairness of salary distribution, including: lack of uniformity of salary policy, backward data collection and information technology, pay system and assessment is not transparent. Fourth, the performance appraisal system still needs to be improved, including: the bad habits of the system have not completely changed, the efficiency of the performance appraisal system is low, the supervision and restraint mechanism is not perfect. Fifth, the design of salary incentive structure is unreasonable. It includes: the basic salary is influenced greatly by the promotion of the position, the short-term incentive and the long-term incentive structure are out of balance. In view of the above problems, the paper puts forward the corresponding optimization suggestions for the compensation incentive of the general manager of the Yagang Company: first, Second, to promote the fair distribution of compensation, including: unifying the salary distribution policy, establishing an electronic assessment system, establishing an effective communication mechanism. Third, implementing flexible welfare policies. Fourth, perfecting the performance appraisal system. It includes: stock customer competitive bidding system, optimize performance appraisal index, establish salary appraisal committee. Fifth, adjust and perfect salary structure, including perfect employee management system mechanism, attach importance to the role of medium and long term incentive.
【學位授予單位】：揚州大學
【學位級別】：碩士
【學位授予年份】：2017
【分類號】：F832.35;F272.92

【參考文獻】

相關期刊論文 前10條

1 王潤春;;銀行薪酬管理和優(yōu)化設計研究[J];經(jīng)濟研究導刊;2015年08期

2 吳曉靈;;發(fā)展小額信貸 促進普惠金融[J];中國流通經(jīng)濟;2013年05期

3 李明賢;葉慧敏;;普惠金融與小額信貸的比較研究[J];農業(yè)經(jīng)濟問題;2012年09期

4 張鵬;周瑩;;關于商業(yè)銀行薪酬激勵水平的實證研究——基于社會比較理論視角[J];經(jīng)濟問題;2011年12期

5 徐臨溪;;從激勵機制分析花旗銀行“破產”[J];中國集體經(jīng)濟;2011年13期

6 汪海燕;;銀行企業(yè)客戶發(fā)展戰(zhàn)略思考[J];現(xiàn)代經(jīng)濟信息;2011年05期

7 韓俊;;建立普惠型的農村金融體系[J];中國金融;2009年22期

8 連太平;;中國商業(yè)銀行薪酬激勵機制及效率增進[J];廣東金融學院學報;2008年03期

9 陳輝;楊尊信;;國有、私營企業(yè)員工滿意度比較研究[J];現(xiàn)代經(jīng)濟(現(xiàn)代物業(yè)下半月刊);2007年08期

10 李秋娟;;由客戶戰(zhàn)略談中外資銀行的競爭[J];特區(qū)經(jīng)濟;2007年10期

相關碩士學位論文 前10條

1 王主峰;Z銀行西安分行客戶經(jīng)理薪酬激勵方案優(yōu)化研究[D];西北大學;2015年

2 劉立;興業(yè)銀行長春分行客戶經(jīng)理薪酬激勵機制研究[D];吉林大學;2015年

3 時鈺;建設銀行運城分行客戶經(jīng)理薪酬激勵問題研究[D];武漢紡織大學;2015年

4 莫娟;KJ銀行客戶經(jīng)理薪酬激勵方案研究[D];安徽大學;2014年

5 龐國偉;薪酬激勵、市場競爭與商業(yè)銀行風險承擔[D];大連理工大學;2014年

6 李進;交通銀行客戶經(jīng)理薪酬激勵制度研究[D];云南財經(jīng)大學;2013年

7 李維;商業(yè)銀行客戶經(jīng)理薪酬激勵方案再設計[D];首都經(jīng)濟貿易大學;2013年

8 王凌娟;A銀行廣西分行客戶經(jīng)理薪酬激勵研究[D];廣西大學;2012年

9 段欣;光大銀行廣州分行客戶經(jīng)理薪酬機制研究[D];湖南大學;2009年

10 謝瑞連;建設銀行衡陽分行客戶經(jīng)理薪酬方案研究[D];合肥工業(yè)大學;2008年

，

本文編號：1655261