在现代经济体系中，金融业占据着非常重要的地位，而商业银行是金融业的 一个重要部分，对商业银行而言，其最基本的一个组织形式即为经营性支行，经 营性支行是商业银行客户服务、产品销售的终端。即使银行业务的电子化、网络 化趋势正在不断加强，可是商业银行如果想要在市场中提高竞争力，则需要依靠 经营性支行来实现，经营性支行的优势主要体现在功能齐全、分布广泛以及人员 充足等方面。如何构建并完善激励制度，是商业银行在经营管理过程中需要面临 的重要问题，通过更具高效性、科学性以及合理性的激励制度，不仅可以提高各 级员工的工作积极性，同时还有利于促进经营性支行经济效益的提高，促进市场 竞争力的提高。因此，在本文中，深入研究分析商业银行经营性支行激励制度。 经过股改上市以来的十多年发展，通过人力资源改革后，中行成功构建形成 现代人力资源管理体制，可是在具体落实中，特别是薪酬激励制度在最基层的经 营性支行还是存在较多问题和不足。近几年，PX市分行受到当地经济转型及自身 经营结构调整的影响，业务发展增速放缓，经营效益提升乏力，进入一个瓶颈期 和关键期。在其辖属的经营性支行中，也面临到很多问题，例如工作压力大、任 务重、组织凝聚力不强、一些员工缺乏主动意识、人员流失、员工工作积极性较 低等问题，这些问题产生的重要原因之一是薪酬激励整体效果并不是十分理想， 所以，对经营性支行和基层员工的薪酬激励体制进行有效改进，是PX市分行现阶 段急需解决的主要问题。 本文以中行PX市分行辖内各经营性支行的经营管理状况为基础，针对薪酬激 励方面存在的问题，通过借鉴先进管理理念和行业经验，探索建立更加科学合理 有效的薪酬激励制度，激发基层员工潜能及工作积极性，提出可操作的基层机构 员工宽带薪酬、动态薪酬、计价薪酬、福利组合等激励改进对策，不仅可以促进 PX市分行在市场中竞争力的提高，同时还有利于为其他银行提供借鉴和参考的意 义。 关键词：中国银行；经营性支行；薪酬激励；优化研究 2 Abstract The financial industry core theisindustry in the modern economicsystem, the commercialimportantmost theisbank part of financial theindustry, and business the sub-branch is the basic and basicmost organizational commercial theof formbank, and it is the customer service of the commercial bank. The terminal in which the product is sold. Even if the electronic banking business, the trend of networking is constantly strengthened, but have a wide range of functions, fully staffed business sub-branch is still an important means for commercial banksobtain tocompetitive advantage. The incentive ofon constructisystem is the core link of the management of commercial banksundefined grass-roots institutions. A scientific, efficient and reasonable incentive system will promote the employees at allfull give tolevels play to subjectivetheir initiative and enhance the operating performance and network competitiveness of the operating branches. Based on this, this paper studies the incentive system of commercial bank operating branch. After more than a decade of development since the reform of the stock market, Bank of China has basically established a modern human resources management system through human resources reform, but the relevant mechanisms have been implemented in practice. In particular, there are still many problems and deficiencies in the business sub-branch of salary incentive system at the most basic level. In recent years, the branch of PX has been affected by the local economic transformation and the adjustment of its own business structure, the growth rate of business development has slowed down, and the operating efficiency has been improved insufficiently, thus entering a bottleneck period and a critical period. Among the business sub-branches under its jurisdiction, it also faces the problems of heavy tasks, heavy work pressure, loss of some employees, lack of initiative consciousness, insufficient enthusiasm for work, insufficient organizational cohesion, etc. One of the important reasons for these problems is that the overall effect of salary incentive is not very ideal. Therefore, how to improve and optimize the salary incentive system for the business sub-branch and the basic level employees is the realistic problem that PX Branch is facing. This paper is based on the operating and management situation of the operating branches within the jurisdiction of the PX Branch. The issue of salary incentive of the operating branches is a common problem in the state-owned commercial banks at 3 present. This paper relates to the actual situation of the PX branch of the Bank of China at present. By using advanced concepts managementand industry for experience reference, this theexplorespaper establishment more a ofscientific, and reasonable effective incentivesalary system, stimulates the potential and work enthusiasm of grass-roots staff, and puts forward the wideband salary and dynamic compensation for the employees of operational grass-roots organizations. The incentive and improvement countermeasures such as valuation salary are not only of great practical significance to the human resource management of PX branch, but also to the development of other banks.