当前中国金融行业的正在飞速的发展，股份制银行异军突起，城市商业银行 也在不断发展与扩张。国有商业银行、股份制商业银行、城市商业银行的划分正 在打破，新的格局正在形成。在变局时代，人才在这种竞争中成为各家行争夺的 重要资源，人力资源的重要性也逐渐凸显出来，而在企业人力资源管理中，如何 发挥出绩效考核的作用，调动员工的积极性，更有效的激励员工，增强员工的向 心力是一门需要长期的研究课题。基层员工是银行里面最大的群体，提升和鼓励 基层员工的积极性是人力资源管理工作的一个重心。 近几年，随着手机银行、移动网络支付的普及，智能银行开始走进人们的生 活，银行开始更多的关注营销和零售条线的工作。以Z银行为例，综合柜员的角 色开始被越来越弱化，导致很多运营条线的人员工作逐渐被轻视，运营条线人员 满意度低，离职率不断增高，很多优秀的员工不断流失。虽然近几年Z银行在基 层员工激励上面也做出了很多改进和新的尝试，取得了一定的成绩，但效果并不 明显。本文首先通过问卷调查，对于研究的主体Z银行运营条线基层员工进行充 分调研，在此基础上掌握Z银行目前在运营条线基层员工的激励管理上存在的主 要问题。通过调研也发现，运营条线基层员工对于Z银行目前的激励现状仍存在 很多不满，运营条线基层员工激励机制还有待进一步的加强和完善。以Z银行基 层运营条线基层员工激励为核心，在问卷调查，实地了解的基础上，认真分析了 Z银行运营条线基层员工激励的现状，存在的问题以及背后的原因。 Z银行作为一家城市商业银行，始终坚持“精品市民银行”、“商贸物流银 行”、“中小企业融资专家”的定位，本文在数据和调研结果分析的基础上，结 合Z银行自身的特点和优势，从人员培训、薪酬体系、绩效考核、企业文化建设 等几个方面对今后Z银行运营条线基层员工激励提出了一些可行性建议。 关键词：Z银行；员工激励；基层员工；运营条线人员 III Abstract Current China's commercial Banks to change is rapid, as a result of the continuous development and expansion of the city commercial Banks, state-owned commercial Banks,joint-stock commercial bank of city commercial bank division are broken,new structure is formed in the era of change,the importance of human resources gradually emerges in the competition,in the enterprise human resources management,how to more effectively motivate employees,play the role of performance appraisal, arouse the enthusiasm of staff,enhance staff's centripetal force is a need to research topic for a long time Grass-roots staff is one of the largest community bank inside,to promote and encourage the enthusiasm of staff at the basic is a focus of human resource management in recent years,however,with the popularity of mobile phone bank online payment, smart banking entered people's lives,the Banks began to pay more attention to marketing and retail line work,integrated in the bank teller role begins to be more and more weak,lead to many Banks operating line gradually be despised the staff,operating line personnel satisfaction low,turnover increased continuously,many excellent staff turnover. This paper through the questionnaire survey,to research the main body of grass-roots staff fully investigation Z bank operating line,on this basis,the mastery of Z bank currently in operation line on the grass-roots staff incentive management the main problems while Z bank employee motivation at the grassroots level in recent years,it also made a lot of improvement and try new things, has made some achievements but the survey also found that junior staff operating line for Z bank current motivation situation there are still a lot of dissatisfaction, grass-roots staff incentive mechanism operating line remains to be further strengthened and perfected. Based on Z bank grass-roots grass roots staff incentive as the core, the operating line in personnel interview,questionnaire survey,field understanding,etc,on the basis of serious analysis of the Z bank grass-roots grass roots staff incentive operating line of the status quo, existing problems and the reasons behind and on this basis,from the personnel training system performance appraisal enterprise culture construction in the future the aspects of Z bank operating line grass-roots staff incentive some feasible Suggestions are put forward. Key words: Z Bank; Employee Motivation; Grass-roots; Operating Line I 目 录 摘要 ............................................................... I Abstract ........................................................... II 1绪论 .............................................................. 1 1.1研究背景 ..................................................... 1 1.2研究意义 ..................................................... 2 1.2.1理论意义 ............................................... 2 1.2.2现实意义 ............................................... 2 1.3国内外研究现状 ............................................... 2 1.3.1国内研究现状 ........................................... 2 1.3.2国外研究现状 ........................................... 4 1.3.3文献述评 ............................................... 5 1.4研究的思路与内容 ............................................. 5 1.4.1研究思路 ............................................... 5 1.4.2研究内容 ............................................... 5 1.5研究方法 ..................................................... 6 1.5.1归纳法 ................................................. 6 1.5.2问卷调查法 ............................................. 7 1.5.3数据分析法 ............................................. 7 2理论基础 .......................................................... 8 2.1激励的相关理论 ............................................... 8 2.1.1内容型激励理论 ......................................... 8 2.1.2过程型激励理论 ......................................... 9 2.1.3综合型激励理论 ........................................ 10 2.2基层员工激励的相关理论概述 .................................. 11 3 Z银行运营条线基层员工激励的现状分析 ............................. 12 3.1 Z银行的整体情况 ............................................ 12 3.1.1 Z银行基本情况及组织架构 .............................. 12 3.1.2 Z银行人力资源结构现状 ................................ 13 3.2 Z银行基层网点人员现状及特点 ................................ 14 3.2.1 Z银行基层人员现状 .................................... 14 II 3.2.2 Z银行基层人员特点 .................................... 15 3.3 Z银行运营条线员工现状及特点 ................................ 16 3.4 Z银行运营条线员工激励的现状 ................................ 18 3.4.1 薪酬奖金激励 .......................................... 19 3.4.2非物质激励 ............................................ 20 3.5基层员工激励问卷调查与分析 .................................. 21 3.5.1调查问卷的设计 ........................................ 21 3.5.2调查对象的选取 ........................................ 21 3.5.3调查结果的分析 ........................................ 22 4 Z银行运营条线基层员工激励存在的问题及成因 ....................... 25 4.1 Z银行运营条线基层员工激励存在的问题 ........................ 25 4.1.1对柜员岗位的职责设定没有与时俱进 ...................... 25 4.1.2缺乏差异化激励手段 .................................... 26 4.1.3培训的效果欠佳 ........................................ 26 4.1.4运营条线晋升渠道单一 .................................. 27 4.1.5薪酬激励效果不显著 .................................... 27 4.1.6企业文化建设薄弱 ...................................... 27 4.2 Z银行运营条线基层员工激励存在问题的成因 .................... 28 4.2.1缺乏健全的管理体制 .................................... 28 4.2.2缺少灵活的薪酬绩效考核制度 ............................ 29 4.2.3对基层员工激励的认识度不够 ............................ 31 4.2.4缺乏强有力的技术支撑 .................................. 32 5 Z银行运营条线基层员工激励的改进目标和对策 ....................... 33 5.1其它银行基层员工激励的经验借鉴 .............................. 33 5.2 Z银行运营条线基层员工激励改进的目标 ........................ 35 5.2.1适应当前经济发展形势的需要 ............................ 35 5.2.2符合Z银行整体发展战略 ................................ 36 5.2.3提升员工满意度 ........................................ 36 5.2.4留住优秀人才 .......................................... 36 5.2.5培养良好的人员成长环境 ................................ 37 5.