近几十年，经济快速发展，金融业得到了政府的大力支持，市场前景良好，在深 化改革的同时也到了自我革新、攻坚克难的时候了，今年国内外环境发生了较大变革， 新的局势下，对外开放不断深入，金融业发展的现代化要求更加紧迫，传统的银行业 发展模式已经不能满足互联网飞速发展下的新型工作要求，因此企业内部深化改革尤 为必要。 现在企业之间的竞争核心，已经从技术层面转向人才、员工技能、工作综合能力、 企业薪酬体系的完善程度之间的较量，而这些能力的发挥需要建立一套科学、公平、 合理有序的薪酬管理体系。本文所要研究的 A 商业银行是一家地方区域性股份有限 公司，并在前几年已经挂牌上市，企业的业务一直在不断增多，公司组织架构也在逐 步完善扩大，该银行结合“互联网+”使其企业下的电子银行也在迅猛发展。在这个 快速发展的过程中，公司管理体系暴露出的缺陷也越来越明显，正面临人力成本偏高、 潜在的员工价值未开发等困境，而这些问题不及时分析原因，进行完善和改革，必定 对公司的发展造成不可逆转的损失，因此防微杜渐，及时进行改革尤为必要。 这篇文章试图通过 A 商业银行目前的薪酬管理体系现状进行分析，了解 A 银行 的组织架构、岗位主要职责、部门构成及年龄、学历的分布，对银行薪酬管理内外部 环境分析后，依据调查的数据和结果，结合公平理论等激励性理论，以及人力资本、 宽带、全面薪酬、工资差别等工资性理论，采用专业的分析等方法，查找出一些制约 薪酬发展的问题，对薪酬结构现状进行分析后深刻剖析原因，选出适合 A 商业银行 的测评指标，在分析公司现状的基础上，建立起符合组织战略布局的薪酬管理体系优 化程序，强化激励机制，用管理学理论、绩效理论、激励理论与实践相结合的形式， 实现对 A 商业银行体系的优化，从而提升企业凝聚力，实现更高的管理水平，让公 司的长远发展更有保障。 关键词：薪酬管理，考核体系，制度体系，薪酬策略II Research on Compensation Management System of A commercial bank Abstract In recent decades, rapid economic development, financial sector received government support, market outlook is good, in deepening reform as well as the self innovation, overcome the difficult time, large changes have taken place in domestic and international environment in this year, under the new situation, the opening to the outside world, modernization needs more urgent financial sector development, traditional banking development mode cannot have satisfied the Internet under the rapid development of the new job requirement, so the enterprise internal deepening reform is necessary. Now the core of the competition between enterprises has shifted from the technical level to talent, staff skills, comprehensive ability of work, and the perfection of the salary system, and the exertion of these abilities requires the establishment of a scientific, fair, reasonable and orderly salary management system. A commercial bank is a regional Limited by Share Ltd, which has been listed in the previous years, and its business has been growing. The company's organizational structure has been gradually improved and expanded. Internet plus to electronic banking is developing rapidly. In this process, the defects of the company's management system are more and more obvious, facing the difficulties of high human cost and undeveloped potential employee value. If these problems are not analyzed in time, perfect and reform is bound to cause irreversible losses to the development of the company,so we should guard against the danger and carry out timely Reform is particularly necessary. This article attempts to analyze the current situation of a commercial bank's salary management system, understand the organizational structure, main responsibilities, department composition, age and education distribution of bank A. After analyzing the domestic and international environment of the bank's compensation management, according to the data and results of the survey,combine dual factor theory, expectation theory and equity theory, as well as human capital, broadband, comprehensive Based on the wage theory of face-to-face pay and wage difference, this paper uses professionalIII analysis and other methods, analyze the reasons behind, and put forward reasonable suggestions and optimize the design. Analyze the current situation, existing problems, compensation system and compensation structure of A Commercial Bank by using incentive mechanism and equity mechanism,salary system and salary structure of a commercial bank, and selects the suitable one for a Based on the analysis of the current situation of the company, the evaluation index of commercial bank, based on the analysis of the current situation of the company, establishes the optimization procedure of the salary management system in line with the organizational strategic layout, strengthens the incentive mechanism, optimizing A commercial bank system with management theory, performance theory and incentive theory,so as to enhance the cohesion of the enterprise, achieve a higher level of management, so that the long-term development of the company more secure. Key Words: salary management, assessment system, Institutional system, compensation strategyIV 目录 摘要.............I Abstract......II 第 1 章 绪论.............................1 1.1 研究背景....................1 1.2 研究目的与意义........1 1.2.1 研究目的..........1 1.2.2 研究意义..........1 1.3 国内外研究动态........2 1.3.1 薪酬管理的国外研究动态.............2 1.3.2 薪酬管理的国内研究动态.............3 1.3.2 文献综述..........4 1.4 研究方法和思路........4 1.4.1 研究内容..........4 1.4.2 研究方法..........5 1.4.3 创新点..............5 1.4.4 论文结构..........6 第 2 章 相关理论综述.............7 2.1 相关概念....................7 2.1.1 薪酬体系..........7 2.1.2 薪酬管理..........7 2.1.3 薪酬优化..........7 2.2 相关理论....................7 2.2.1 激励性理论......8 2.2.2 工资性理论......8 第 3 章 A 商业银行薪酬管理概况......................10 3.1 A 商业银行简介.......10 3.1.1 基本情况........10 3.1.2 组织机构........10 3.1.3 岗位主要职责11 3.1.4 结构划分........12 3.2 A 商业银行员工结构分析......................12 3.2.1 部门员工分布情况.......................12V 3.2.2 员工年龄分布情况.......................13 3.2.3 员工学历情况统计.......................14 3.3 A 商业银行薪酬管理体系内外部环境..14 3.3.1 A 商业银行薪酬管理的外部环境14 3.3.2 A 商业银行薪酬管理的内在环境16 3.4 A 商业银行薪酬管理制度现状..............17 3.4.1 薪酬绩管理主要部门及职责.......18 3.4.2 企业定岗定薪制度.......................19 3.4.3 绩效与薪酬管理办法...................21 3.4.4 绩效考核的主要内容...................23 3.4.5 绩效考核及薪酬发放程序...........25 3.5 薪酬管理现状调查与分析.....................25 3.5.1 调查问卷的有效性.......................26 3.5.2 描述性统计分析...........................27 3.5.3 问卷调查的结论...........................27 3.5.4 访谈结论与分析...........................27 第 4 章 A 商业银行薪酬管理体系存在问题及原因.........................29 4.1 存在的主要问题......29 4.1.1 薪酬管理制度不健全...................29 4.1.2 薪酬结构设置不合理...................29 4.1.3 薪酬管理激励效果不佳...............30 4.1.4 调薪调级规则不完善...................30 4.1.5 奖惩机制不明确落实...................30 4.2 问题成因分析..........31 4.2.1 内因................31 4.2.2 外因................32 第 5 章 A 商业银行薪酬管理体系优化设计......34 5.1 薪酬管理体系优化原则.........................34 5.1.1 科学性原则....34 5.1.2 公平性原则....34 5.1.3 激励性原则....35 5.1.4 经济性原则....35 5.1.5 可操作性原则35 5.2 薪酬管理体系的目标及设计流程.........35VI 5.2.1 薪酬管理体系的目标...................35 5.2.2 薪酬管理体系的设计流程...........36 5.3 薪酬管理体系优化过程.........................37 5.3.1 与公司战略相匹配.......................37 5.3.2 强化职责落实37 5.3.3 完善薪酬管理制度.......................39 5.3.4 优化绩效考核制度.......................40 5.3.5 薪资、福利体系优化...................41 5.4 企业薪酬管理体系优化内容.................42 5.4.1 结合公司实际情况制定薪酬策略..............................42 5.4.2 公司薪酬优化方案.......................42 5.4.3 薪酬管理体系优化后优势...........44 5.5 薪酬管理体系优化后期保障.................44 5.5.1 加强宣传，做好沟通...................45 5.5.2 用制度建设作保障.......................45 第 6 章 结论与展望...........