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MBA畢業論文_秦農銀行碑林支行薪酬激勵機制研究DOC

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I 摘要 在當前的社會經濟背景和銀行業的行業背景下,農村商業銀行為了更好地適應競爭 環境,提高自身競爭力,需要以人為本的改革激勵機制,吸引優秀人才,調動員工熱 情,激發員工潛能。 本文受限從相關的經濟與行業背景出發,研究了國內外商業銀行薪酬激勵制度的相 關文獻,發現國內外研究文獻站在了不同角度對這一問題做了研究。并嘗試從馬斯洛 需求理論、赫茲伯格雙因素理論等薪酬激勵相關的基礎理論出發,對具體的農商行薪 酬激勵問題做深入的研究。由于本文選擇的研究對象是秦農銀行碑林支行,在文章第 三部分首先對該銀行的基本情況、績效考核現狀以及當前的激勵機制做了分析。在文 章第四部分,采用了問卷調查的方式和實證研究的量化思維,對秦農銀行碑林支行現 有的激勵機制進行深度剖析。從問卷情況可以發現員工對激勵需求的總體情況,以及 不同年齡、不同職務、不同學歷對于激勵的需求,對于秦農銀行碑林支行員工對于薪 酬激勵機制的滿意度也做了專項分析。實證研究則分析了各要素的影響程度及顯著性 水平,進而找到影響薪酬激勵機制的關鍵要素。最后根據研究結論,提出了現存問題 的解決思路和方案。 本文結論包括問卷的結論和對問卷實證研究的結論。從問卷結果以及秦農銀行碑林 支行的薪酬實際分配情況來看,可以發現秦農銀行碑林支行 17 年和 18 年的高工資系 數對應的收入和低工資系數對應的收入有較大差別。但工資系數的高低和員工職位的 高低存在密切關聯,對于基層的柜員、機關員工、客戶經理等,因為定級問題,只能 獲得較低的工資系數,并且工資系數缺乏彈性,而行長級別、銀行中層以及部門負責 人則能獲得高的工資系數,并且系數有一定的彈性空間。在當前的分配體系下,高層 員工會充滿工作熱情,但高層員工數量少,代表性不強。從實證研究的結果可以看出, 銀行員工對于績效、激勵的滿意度,以及生理和安全需求的水平,會很大程度影響他 們對于整個薪酬體系的評價,說明在整個體系的建設、完善過程中應該重點關注這些 因素。因此,根據研究結論發現秦農銀行碑林支行的薪酬激勵制度僅僅能對少數人產 生激勵作用。而作為公司中流砥柱的中層員工和基層員工,在公司的人數占比最高, 也最能反映整個公司的工作狀態和精神面貌。對于中層和基層員工,由于工資系數過 低,以上才會出現較大的增長。所以,中層和基層員工無法享受到這一改變,因此和 高層的收入差距也就在此處顯現。在這種不太合理的分配制度下,多數員工會缺乏工 作的積極性,因為他們清楚這種工資系數的鴻溝可能短期無法逾越,工資體系的整體 激勵性出現了問題。而這些問題出現的原因主要是因為薪酬分配制度不合理,績效管 理體系不夠成熟,激勵手段、制度及行為存在問題,薪酬激勵機制老舊等。西北農林科技大學碩士學位論文 II 關鍵詞,農商銀行;薪酬;績效;激勵;實證研究ABSTRACT III ABSTRACT In the current socio-economic background and banking industry background, in order to better adapt to the competitive environment and improve their competitiveness, rural commercial banks need a people-oriented reform and incentive mechanism to attract outstanding talents, mobilize employee enthusiasm, and stimulate employee potential. Based on the related economic and industry background, this paper has studied the relevant literature of domestic and foreign commercial banks' salary incentive systems, and found that the domestic and foreign research literature has studied this issue from different angles. And try to start from the basic theories of salary incentives, such as Maslow's demand theory and Herzberg's two-factor theory, to make in-depth research on specific rural commercial bank salary incentives. As the research object selected by this article is Qinnong Bank Beilin Sub-branch, in the third part of the article, the basic situation of the bank, the current status of performance evaluation and the current incentive mechanism are analyzed. In the fourth part of the article, the questionnaire survey method and empirical research of quantitative thinking are used to deeply analyze the existing incentive mechanism of Qinnong Bank Beilin Sub-branch. From the questionnaire, we can find the overall situation of employees 'incentive needs, as well as the needs of employees of different ages, different positions, and different educational backgrounds. Qinnong Bank Beilin Sub-branch employees' satisfaction with the salary incentive mechanism is also analyzed. Empirical research analyzes the influence degree and significance level of each factor, and then finds the key factors that affect the salary incentive mechanism. Finally, based on the research conclusions, the existing ideas and solutions for solving the problems are proposed. The conclusions of this article include the conclusions of the questionnaire and the conclusions of the empirical research on the questionnaire. From the results of the questionnaire and the actual salary distribution of Beilin Sub-branch of Qinnong Bank, it can be found that there is a large difference between the income corresponding to the high-wage coefficient and the income corresponding to the low-wage coefficient of the Qinnong Bank Beilin Sub-branch in 17 and 18 years. However, the level of wage coefficient is closely related to the level of employee positions. For grass-roots tellers, agency employees, customer managers, etc., because of the grading problem, they can only get lower wage coefficients, and the wage coefficient lacks flexibility, and the level of president , Middle-level banks and department heads can get high wage coefficients, and the西北農林科技大學碩士學位論文 IV coefficients have some flexibility. Under the current distribution system, high-level employees will be full of enthusiasm for work, but the number of high-level employees is small and the representation is not strong. From the results of empirical research, it can be seen that bank employees' satisfaction with performance, incentives, and the level of physiological and safety needs will greatly affect their evaluation of the entire compensation system, indicating that during the construction and improvement of the entire system These factors should be focused on. Therefore, according to the research findings, it is found that the salary incentive system of Qinnong Bank Beilin Sub-branch can only provide incentives for a few people. As the mainstay and middle-level employees of the company, the number of employees in the company accounts for the highest proportion, and it can best reflect the working status and mental outlook of the entire company. For middle-level and grass-roots employees, the above will only show a large increase because the salary coefficient is too low. Therefore, middle-level and grass-roots employees cannot enjoy this change, so the income gap with top-level staff is here. Under this unreasonable distribution system, most employees will lack the motivation to work because they know that the gap in wage coefficients may not be overcome in the short term, and the overall incentives of the wage system have problems. The main reasons for these problems are the unreasonable salary distribution system, the immature performance management system, problems with incentives, systems, and behaviors, and the old salary incentive mechanism. KEY WORDS: Agricultural bank; compensation; performance; incentives; Empirical Research目 錄 I 目 錄 摘要...........................................................................................................................................I ABSTRACT ........................................................................................................................... III 第一章 導論..........................................................................................................................1 1.1 研究背景和目的............................................................................................................ 1 1.1.1 現實背景 ................................................................................................................. 1 1.1.2 學術背景 ................................................................................................................. 1 1.1.3 研究目的和意義 ..................................................................................................... 2 1.2 研究方法........................................................................................................................ 3 1.3 研究思路及框架............................................................................................................ 3 1.4 論文的可能創新之處.................................................................................................... 4 第二章 國內外研究綜述......................................................................................................5 2.1 國外文獻綜述................................................................................................................ 5 2.1.1 銀行業中的薪酬激勵制度 ..................................................................................... 5 2.1.2 銀行業績與薪酬的關系 ......................................................................................... 5 2.1.3 針對銀行高管的薪酬激勵研究 ............................................................................. 6 2.2 國內文獻綜述................................................................................................................ 7 2.2.1 我國銀行業需要科學激勵制度的背景 ................................................................. 7 2.2.2 銀行的薪酬激勵研究 .............................................................................................. 7 2.2.3 我國學者的其它相關研究 ..................................................................................... 9 2.3 國內外研究評述............................................................................................................ 9 第三章 商業銀行薪酬激勵機制基礎理論........................................................................ 11 3.1 薪酬與薪酬體系.......................................................................................................... 11 3.2 激勵的類型與作用...................................................................................................... 11 3.3 薪酬激勵的理論基礎.................................................................................................. 13 3.3.1 國外主要理論 ....................................................................................................... 13 3.3.2 國內主要理論 ....................................................................................................... 15 第四章 秦農銀行碑林支行薪酬激勵機制現狀與存在問題............................................17 4.1 秦農銀行碑林支行基本情況簡介.............................................................................. 17 4.2 秦農銀行碑林支行的薪酬激勵現狀.......................................................................... 18西北農林科技大學碩士學位論文 II 4.3 秦農銀行碑林支行的薪酬激勵機制分析.................................................................. 20 4.3.1 績效薪酬激勵 ....................................................................................................... 20 4.3.2 榮譽薪酬激勵 ....................................................................................................... 20 4.3.3 人才薪酬激勵 ....................................................................................................... 21 4.4 秦農銀行碑林支行薪酬激勵機制存在的問題分析 .................................................. 21 4.4.1 秦農銀行碑林支行的薪酬激勵機制問題的表現 ................................................ 21 4.4.2 秦農銀行碑林支行的薪酬激勵機制的問題分析 ................................................ 22 第五章 秦農銀行碑林支行現行薪酬激勵機制存在問題的問卷調查與實證分析......26 5.1 問卷調查基本情況介紹.............................................................................................. 26 5.2 問卷調查結果統計分析.............................................................................................. 26 5.2.1 薪酬激勵機制的滿意度評價 ............................................................................... 26 5.2.2 員工對激勵的總體需求情況 ............................................................................... 27 5.2.3 不同年齡的激勵需求 ........................................................................................... 28 5.2.4 不同職務的激勵需求 ........................................................................................... 29 5.2.5 不同學歷的激勵需求 ........................................................................................... 29 5.3 秦農銀行碑林支行薪酬激勵機制的實證研究.......................................................... 30 5.3.1 變量選擇說明 ........................................................................................................ 30 5.3.2 模型設定 ................................................................................................................ 31 5.3.3 實證結果 ................................................................................................................ 31 第六章 秦農銀行碑林支行薪酬激勵機制改進思路........................................................33 6.1 優化考核激勵 .............................................................................................................. 33 6.2 中長期薪酬激勵機制 .................................................................................................. 34 6.3 提升薪酬激勵機制的科學性和有效性...................................................................... 35 第七章 秦農銀行碑林支行薪酬激勵機制改進對策建議與方案....................................37 7.1 對策建議 ...................................................................................................................... 37 7.1.1 完善薪酬治理機構 ................................................................................................ 37 7.1.2 完善績效考核體系 ................................................................................................ 37 7.1.3 豐富激勵手段 ........................................................................................................ 38 7.2 員工薪酬調整方案...................................................................................................... 38 第八章 結束語....................................................................................................................40

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