摘要
随着综合国力的不断提升，国内经济的迅速发展，现代金融体系为了与宏观经
济发展相适应也开始逐步完善，我国商业银行的发展经过了由混业经营到分业经营
再到目前二者并存的发展历程。从国内外发展趋势来看，随着经济全球化、金融一
体化趋势不断加强，金融改革的进一步推进，我国金融行业越来越大的对外开放程
度,商业银行面临着国际金融机构带来的前所未有的挑战，然而从内部环境来看，当
前出现的产能过剩、经济下行、利差收窄和互联网金融崛起等现象改变了商业银行
的经营环境，同时在过去持续了十多年的“高增长、低不良、高效益”的黄金时期
也已经过去，相反进入到一个“低增长、高不良、效益滑坡”的新阶段，例如，当
前上市银行的业绩从 2013 年净利润平均增速为 15.1%下降了 3.2 个百分点到 2014
年的 11.9%，今年一季度持续下滑至 7.6%，五大行的净利润增速也全部下滑低至 1%
左右。可以看到，我国商业银行已经步入经营模式转变的关键阶段，尽管在经济新
常态下，有诸多不利因素，但是同时也带来新的动力，即商业银行于新常态下的核
心能力建构和动力重塑，这不仅需要资源、服务和混合经营的优势，更需要人才的
优势，只有一流的人才团队才能保证核心能力的形成和发展，因此，留住并激活一
流的人才团队，是取得动力重塑和长远竞争实力的关键。对人才的激励问题作为
HRM 的核心，已是决定商业银行成败的重要因素。本研究通过建立健全的高管的
薪酬管理体系，进一步提高商业银行核心竞争力己经越来越成为我国当今商业银行
所必需的选择和根本举措

就目前而言我国商业银行多采用总分行制管理体制。从公司治理和运营角度看，
由于总行与分支行的利益和目标是不同的，总行作为一级法人需要承担全部的经营
责任，而经营主体却在分支机构会出现法律主体和行为主体相互分离的情况，那么
总行在实现企业价值最大化这一目标的同时也面临着两个重要且棘手的问题：一方
面，必须充分激励分支机构的高管努力地完成工作；另一方面，为了避免他们因过
度的冒险行为而造成整个银行的危机，必须限制他们承担的风险。此外从高管的角
度看，一方面商业银行的特点决定了他们必须注重该行资产的合理流动性和回报安
全性，另一方面，薪酬结构的行政化干预程度，对他们的短期和长期激励造成影响

这种矛盾导致目前商业银行综合管理能力还不足，抗风险能力尚较弱，还不能有效
地解决银行员工尤其是银行高级管理人员关于薪酬激励约束机制这一问题。因此，
商业银行的高管的薪酬管理体系需要激励和约束并存，从制度上保证风险控制和资
源配置效率，是增强公众和客户信心，保证银行有效运行和健康发展的关键。II
本研究旨在通过调查研究和规范性描述分析，针对商业银行高管的薪酬管理体
系进行系统分析。通过问卷调查现有薪酬管理制度存在的问题，运用理论与实际相
结合的方法，探索一条符合商业银行特点的激励与约束并存的高管人员薪酬管理体
系，为商业银行进行相关设计和决策提供理论依据和实践参考

关键词：商业银行；高管薪酬体系；提升方案III
Abstract
With China&39;s rapid economic development, comprehensive national strength
continued to improve, the modern financial system in conformity with the macro
economic development is gradually improving, the development of China&39;s commercial
banks after the mixed operation to separate operation and then to the development of the
two. From the domestic and foreign development trend, with the strengthening of
economic globalization and financial integration, with the continuous progress of
financial reform, China&39;s financial industry opening degree is more and more big,
international financial institutions brought hitherto unknown challenge to commercial
banks, from the internal environment, the current economic downturn, overcapacity,
spreads narrowed, the Internet the rise of Finance changed the environment of the
commercial bank, the golden period in the past more than and 10 years of high growth,
low and high efficiency has been in the past, has entered a new phase of low growth,
high efficiency, bad landslide, such as the current performance of listed banks in 2014 net
profit of the average growth rate of 11.9%. 3.2 percentage points lower than in 2013, the
first quarter of this year fell further to 7.6%, net profit of five lines of all growth fell to
about 1%. We can see that the key stage of China&39;s commercial banks have entered the
business model changes, the new economic norm brings many unfavorable factors at the
same time, also brought new impetus, which is under the new normal commercial bank
core competence construction and dynamic remodeling, which requires not only the
resources, service and mixed operation advantages, need more talent the advantage, only
first-class talents team to ensure the formation and development of core competence,
therefore, retain and activate the first-class talent team, is the key to achieve the dynamic
remodeling and long-term competitive strength. The motivation of talents is the core of
HRM, which is an important factor to determine the success or failure of commercial
banks. Through the establishment of a sound executive compensation management
system, to further improve the core competitiveness of commercial banks has become a
necessary choice and fundamental measures for China&39;s commercial banks.
At present, the commercial banks in our country adopt the total branch system. From
the perspective of corporate governance and operation, the head office and branches of
the interests and goals are different, the head office as a legal bear all the responsibilityIV
for the operation, but the main business in the branches, causing the separation of legal
subjects and actors, so in the realization of the goal of enterprise value maximization,
facing two problems: on the one hand must motivate branch executives to work hard, on
the other hand, it is necessary to limit the risks they take, and avoid excessive risk-taking
behavior lead to the bank crisis. At the same time, from the perspective of the
characteristics of executives, a commercial bank determines that they must pay attention
to the bank&39;s asset liquidity and reasonable return security, on the other hand, the
administrative intervention of the pay structure of their short-term and long-term
incentive effect. This contradiction leads to the current comprehensive management
ability of commercial banks is weak, anti risk ability is insufficient, bank employees,
especially the compensation incentive and restraint mechanism of Bank senior
management staff has not been effectively resolved. Therefore, the commercial bank
executive compensation management system to ensure the incentive and restraint coexist,
risk control and resource allocation efficiency from the system, and the public is to
enhance customer confidence, to ensure the effective operation of the bank and the key to
the healthy development of the.
The purpose of this study is to systematically analyze the compensation
management system of commercial bank executives through the normative analysis and
investigation. Through the questionnaire survey of current compensation system existing
problems, using the method of combining theory and practice, to explore the salary
management system of executives in line with the characteristics of the commercial bank
incentive and restrictive, relevant design and decision-making for commercial banks to
provide theoretical basis and practical reference.
Key words: Commercial Bank; executive compensation system; upgrade programV
目 录
摘要........... I
Abstract...III
目 录......... V
1 绪论........ 1
1.1 研究目的.........2
1.2 研究对
。。。以上简介无排版格式，详细内容请下载查看