本文關(guān)鍵詞：G銀行基層員工薪酬體系再設(shè)計(jì)　出處：《山東大學(xué)》2014年碩士論文　論文類型：學(xué)位論文

  更多相關(guān)文章： 薪酬管理 現(xiàn)狀 基層員工 薪酬體系再設(shè)計(jì)

【摘要】：在知識(shí)經(jīng)濟(jì)大爆發(fā)、大發(fā)展的今天,人才競(jìng)爭(zhēng)成為各行各業(yè)競(jìng)爭(zhēng)的重點(diǎn),金融業(yè)作為知識(shí)型產(chǎn)業(yè)的代表行業(yè)其人才的重要性更是不言而喻。然而,伴隨著國(guó)有銀行、地方性銀行的發(fā)展以及外資銀行的不斷進(jìn)入,我國(guó)股份制銀行的發(fā)展變得舉步維艱,其對(duì)于吸引人才、留住人才的優(yōu)勢(shì)受到了雙方面的壓力。為了股份制銀行的長(zhǎng)足發(fā)展,如何更好地進(jìn)行人力資源管理顯得尤為重要,尤其是作為人力資源管理的核心環(huán)節(jié)。 G銀行作為我國(guó)股份制商業(yè)銀行之一,其薪酬管理也面臨諸多困境。本文首先對(duì)國(guó)內(nèi)外薪酬管理的理論發(fā)展進(jìn)行了文獻(xiàn)梳理,從國(guó)內(nèi)外薪酬管理現(xiàn)狀、薪酬的功能、我國(guó)商業(yè)銀行的薪酬理論以及薪酬研究動(dòng)態(tài)等角度進(jìn)行的綜述。在文獻(xiàn)綜述的基礎(chǔ)之上,對(duì)薪酬的概念、構(gòu)成以及薪酬管理的相關(guān)理論進(jìn)行了概括,并且從管理學(xué)和經(jīng)濟(jì)學(xué)的角度進(jìn)行了分類。在理論研究的基礎(chǔ)之上,結(jié)合了G銀行目前人力資源以及薪酬管理的發(fā)展現(xiàn)狀,總結(jié)出其薪酬管理在崗位層面、績(jī)效考核層面、薪酬層面、福利政策以及獎(jiǎng)勵(lì)行為等發(fā)面存在的問(wèn)題,并對(duì)其形成根源進(jìn)行了解析。針對(duì)于G銀行目前存在的問(wèn)題,對(duì)G銀行基層員工的薪酬體系進(jìn)行了再設(shè)計(jì),從工作分析、職位分析、薪酬調(diào)查,最終得出G銀行基層員工薪酬體系,包含員工固定工資、績(jī)效工資、企業(yè)福利、其他獎(jiǎng)勵(lì)等方面,望為G銀行的薪酬管理水平提高以及企業(yè)競(jìng)爭(zhēng)力增強(qiáng)奠定一定的基礎(chǔ)。 本文基于中國(guó)大背景下股份制商業(yè)銀行薪酬體系改革進(jìn)行分析研究,希望得出的結(jié)論對(duì)其他銀行薪酬體系建設(shè)有重要的參考價(jià)值和指導(dǎo)意義。
[Abstract]:In the knowledge economy outbreak, development today, talent competition has become the focus of business competition, the financial industry as a representative of the industry the importance of knowledge industry and its talent is self-evident. However, along with the state-owned banks, local banks and foreign banks continue to enter, the development of joint-stock banks in China become for the difficult, attract talent, retain talent advantage by the double pressure. In order to develop joint-stock banks, how to better manage human resources is particularly important, especially as the core of human resource management.
G bank in China as one of the joint-stock commercial banks, the compensation management is facing many difficulties. Firstly, the development of the theory of salary management at home and abroad were combing the literature at home and abroad, from the present situation of compensation management, compensation function, the review of our commercial bank's salary theory and salary research perspective. In based on the literature review, the concept of compensation, and a theory of compensation management are summarized, and from the angle of economics and management science are classified. On the basis of theoretical research, combined with the G bank's current human resources and compensation management development present situation, summed up the salary management in the post level. The level of performance appraisal, salary level, there is a welfare policy and reward behavior issues, and the causes were analyzed. Aiming at the problems existing in the G bank, The G bank employees salary system redesign, from job analysis, job analysis, compensation survey, finally obtains the staff salary system of G bank base, including employee fixed salary, performance salary, welfare enterprises and other incentives, hope to lay a solid foundation for G bank salary management level and the competitiveness of enterprises enhanced.
Based on the analysis of the salary system reform of joint-stock commercial banks under the background of China, we hope that the conclusions will have important reference value and guiding significance for other banks' salary system construction.

【學(xué)位授予單位】：山東大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類號(hào)】：F272.92;F832.3

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本文編號(hào)：1380499