随着科学技术的不断发展，人类已经进入知识经济时代。在知识经济时代，企业 所面临的竞争日趋激烈，人才是企业发展的核心，谁掌握了人才资源谁就能够在激烈 的市场竞争中占据优势。在企业发展中，人力资源成为企业管理的重中之中，而人力 资源管理的关键性因素是薪酬制度的管理。富有竞争力的薪酬福利待遇和合理的薪酬 制度才能够吸引人才、挽留人才，为企业的发展奠定坚实的人才基础。在世界经济一 体化过程中，我国企业面临着内外竞争压力，在此基础上必须要不断完善企业薪酬机 制，提高企业综合实力，增强企业经济效益，实现企业可持续发展。 随着农业银行 sy 分行员工薪酬管理制度改革的落地实施，银行在快速发展的同 时，面临着激烈的市场竞争，现有的薪酬机制难以有效适应银行的发展需求，必须要 通过薪酬机制的进一步优化管理来实现银行的可持续发展。 根据农业银行 sy 分行当前的发展现状，本文主要从该行薪酬管理制度出发，探 索农业银行 sy 分行薪酬管理制度实施过程中所存在的问题，并结合国内外薪酬管理 体系研究动态研究出本文的写作思路。通过介绍农业银行 sy 分行员工的薪酬管理体 系的现状分析其存在的问题如薪酬透明度不高、员工激励方式单一等问题。从引入多 元化薪酬、岗位目标薪酬、完善绩效考核指标几方面来优化农业银行 sy 分行的薪酬 管理体系。为我国国有银行业薪酬管理制度提出些许有益的建议，最大限度地激发员 工的内生动力，实现企业效益和员工收入的双赢，为防止国有银行人才流失，促使我 国商业银行业员工薪酬制度的完善和发展提供有利条件。 关键词：多元化薪酬，薪酬管理，优化方案，宽带薪酬II Research on Compensation Management of Agricultural Bank sy Branch Abstract With the continuous development of science and technology, mankind has entered the era of knowledge economy. In the era of knowledge economy, enterprises are facing increasingly fierce competition, talent is the core of the development of enterprises, who master the talent resources will be able to occupy the advantage in the fierce market competition. In the process of enterprise development, human resource becomes the most important part of enterprise management, and the key factor of human resource management is the management of salary system. Competitive salary, welfare and reasonable salary system can attract talents, retain talents and lay a solid talent foundation for the development of enterprises. In the process of world economic integration, Chinese enterprises are facing the pressure of internal and external competition. On this basis, it is necessary to constantly improve the compensation mechanism of enterprises, improve the comprehensive strength of enterprises, enhance the economic benefits of enterprises, and realize the sustainable development of enterprises. With the implementation of the reform of employee compensation management system in sy branch of Agricultural Bank, the bank is facing fierce market competition while developing rapidly, and the existing compensation mechanism is difficult to meet the development needs of the bank effectively. The sustainable development of banks must be realized through the further optimization of compensation mechanism. According to the current development of Agricultural Bank sy branch, this paper explores the problems existing in the implementation of the compensation Management system of Agricultural Bank sy branch from the perspective of this bank's salary management system. And combined with the domestic and foreign compensation management system research dynamic research on this writing ideas.This paper introduces the current situation of the salary management system of sy branch of Agricultural Bank, and analyzes its existing problems, such as the low transparency of compensation, the single way of staff incentive, and so on. This paper optimizes the compensation management system of Agricultural Bank sy branch from the following aspects:III introduction of diversified compensation, post target compensation and improvement of performance appraisal index.This paper puts forward some useful suggestions for the salary management system of the state-owned banking industry in our country, to stimulate the endogenous motivation of the employees to the maximum extent, to realize the win-win situation of the enterprise benefit and the employee income, and to prevent brain drain in state-owned banks. To promote the perfection and development of employee compensation system in commercial banking industry. Key words: Diversified salary,compensation Management, Optimization scenarios,Broadband remunerationIV 目录 摘要........................................................................................................................................I Abstract..................................................................................................................................II 第 1 章 绪论......................................................................................................................... 1 1.1 研究背景和意义 ..................................................................................................... 1 1.1.1 研究背景 ........................................................................................................ 1 1.1.2 研究意义 ........................................................................................................ 2 1.2 国内外研究综述 ..................................................................................................... 2 1.2.1 国外研究动态 ................................................................................................ 2 1.2.2 国内研究动态 ................................................................................................ 4 1.3 研究内容和研究方法 ............................................................................................. 5 1.3.1 研究内容 ........................................................................................................ 5 1.3.2 研究方法 ........................................................................................................ 6 1.4 创新点 ..................................................................................................................... 7 1.4.1 创新点 ............................................................................................................ 7 第 2 章 相关概念以及相关理论......................................................................................... 8 2.1 相关概念 ................................................................................................................. 8 2.1.1 薪酬的概念 .................................................................................................... 8 2.1.2 薪酬管理的概念 ............................................................................................ 8 2.2 相关理论 ................................................................................................................. 8 2.2.1 需求层次理论 ................................................................................................ 9 2.2.2 双因素理论 .................................................................................................... 9 2.2.3 宽带薪酬理论 .............................................................................................. 10 2.2.4 绩效薪酬理论 .............................................................................................. 11 2.2.5 3P 薪酬支付理论.......................................................................................... 11 第 3 章 农业银行 sy 分行员工薪酬管理现状.................................................................. 13 3.1 农业银行简介 ....................................................................................................... 13 3.2 农业银行 sy 分行人力资源现状.......................................................................... 14 3.2.1 农业银行 sy 分行组织结构 ........................................................................ 14V 3.2.2 农业银行 sy 分行人员结构 ......................................................................... 14 3.2.3 农业银行 sy 分行员工岗位职责 ................................................................ 16 3.3 农业银行 sy 分行薪酬水平现状............