分类号:C93
10710-学号 2019323079
专业硕士学位论文
工商银行河南省 H 分行员工
薪酬激励方案优化
汤玉竹
导师姓名职称董亚娟 副教授
专业学位类别
申请学位类别 管理学硕士 工商管理
及领域名称
论文提交日期2022 年4 月11 日 论文答辩日期2022 年 6 月 12 日
学位授予单位 长安大学
Optimization of employee compensation incentive
plan of H Branch of ICBC in Henan Province
A Thesis Submitted for the Degree of Master
Candidate：Tang Yuzhu
Supervisor：Prof. Dong Yajuan
Chang’an University, Xi’an, China
I
长安大学管理学硕士学位论文
摘 要
商业银行的发展需要金融专业性人才支持，其对人才的聘用与管理具有着较高要求，为实现可
持续性发展，商业银行在制定经营战略时需要充分考虑内外部管理体系的建立，这样才能创建出有
助于优化银行治理结构的薪酬激励方案，才能有利于推动银行向前发展。根据我国银欧亿·体育（中国）有限公司的发展现
况来看，许多银行的内部管理结构主要依靠薪酬制度开展，薪酬体系的科学合理性直接影响着工作
人员的工作效率，且对银行留住与引进高质量人才、实现竞争水平的提升同样有着非常重要的实现
意义。本文基于此背景下，先是梳理了现有研究成果，然后对薪酬激励以及激励等概念进行了总结。
接着汇总分析H 分行的薪酬激励方案与薪酬结构的现状。通过问卷调查法的使用，收集H 分行员工
对薪酬激励制度的满足程度，探究H 分行员工薪酬激励存在问题的原因。随后在问题基础上，挖掘
能够解决 H 分行激励体系问题的方法，最终提出有效优化H 分行员工激励体系减少的解决方案和优
化机制。
结合研究，提出：（1）进一步研究分析后，发现 H 分行薪酬激励问题存在的主要原因是内部
管理层缺乏对激励方案的认识所致，其中包括激励体系实施力度不够，福利体系不健全等；（2）H
分行现实施的薪酬激励体系，存在的问题有缺乏公平性、无法起到竞争激励效果、薪酬设计与岗位
需求不符等；（3）优化与完善 H 分行的薪酬激励：首先，管理应做到“以人为本”，根据企业与员工
实际需求制定满足双向发展的薪酬体系，迎合企业发展不断修订与优化现有激励体系。其次，注重
企业长远目标的发展，在实现短期效益的基础上不断推进企业可持续向前发展。同时，根据市场薪
酬水平标准，结合企业发展实情，设置具有公平性、科学化的薪酬标准。最后，采用透明化薪酬监
管机制，追踪薪酬体系的细节执行状况。本研究有助于为H 分工设置薪酬激励方案提供理论支持与
现实数据，为后续完善与改进更加合理、高效、规范的薪酬激励体系指明方向。同时，有利于类似
企业完善与制定新的薪酬激励体系提供借鉴。
关键词：银行；薪酬激励方案；员工薪酬；优化
II
Abstract
The development of commercial Banks need the support of financial professional talents, so the
employment and management has high requirements, in order to achieve sustainable development,
commercial Banks need to fully consider the establishment of internal and external management system, so
as to help optimize the bank governance structure of salary incentive scheme, to promote the bank
forward.According to the development situation of China;s banking industry, the internal management
structure of many banks mainly depends on the salary system. The scientific rationality of the salary system
will directly affect the work efficiency of the staff, and it is also very important significance for banks to
retain and introduce high-quality talents and realize the improvement of competition.Based on this
background, this paper first sorts out the existing research results, and then summarizes the concepts of
salary incentive and incentive effect.Then, the compensation incentive scheme and compensation structure
of H branch are summarized and analyzed.Through the use of the questionnaire survey method, the
satisfaction degree of H Branch employees to the salary incentive system was collected, and the reasons for
the problems of the salary incentive of H Branch employees were investigated.Then, on the basis of the
problem, we can explore the method to solve the incentive system problem of H Branch, and finally put
forward the solution and optimization mechanism to effectively optimize the reduction of the employee
incentive system of H Branch.
Combined with the obtained studies, Put: (1) after further research and analysis, It is found that the
compensation incentive problem of H Branch is mainly caused by the lack of understanding of the internal
management on the incentive plan, These include the insufficient implementation of the incentive system,
The welfare system is not sound; (2) The compensation incentive system currently implemented by H
Branch, The existing problems are the lack of fairness, unable to play a competitive incentive effect, salary
design and job demand is not the same; (3) Optimize and improve the compensation incentive of H Branch:
First, Management to be "people-oriented", Combined with the actual needs of enterprises and employees
to meet the two-way development of the salary system, Catering to the enterprise development scale,
constantly revise and optimize the existing incentive system.Secondly, pay attention to the development of
the long-term goals of the enterprise, and constantly promote the sustainable development of the enterprise
on the basis of realizing the short-term benefits.At the same time, according to the market compensation
level standard, combined with the actual situation of the enterprise, set a fair and scientific compensation
III