II 摘要 伴随着我国社会主义市场经济体制不断深化，金融体制改革的加速推进， 商业银行的市场化竞争日益加剧。企业核心竞争力已经从单纯的资产规模、服 务质量、盈利水平等因素，拓展到人力资源管理水平、大数据处理能力、互联 网思维等领域，其中人力资源管理能力对企业长期发展而已，起着决定性的作 用，员工薪酬管理作为人力资源管理的核心之一，其保障与激励作用对于稳定 员工队伍、调动员工积极性、促进企业发展都发挥着重要作用。 本文通过对薪酬的相关理论进行研究，利用国内外实践经验，充分分析本 企业的发展现状、趋势，积极开展员工调查问卷，深入研究了 Z 银行现行薪酬 体系的现状，分析了存在的问题，提出了改进意见和措施：一是重构岗位职级 体系。围绕岗位分类管理和员工晋升发展机制，从岗位等级、岗位类别、岗位 序列、职务层级、晋升发展规则等多个维度，对全行各类岗位和职务管理的框 架体系进行重构与优化。二是优化员工晋升机制。通过拓展业务类等级晋升空 间、统一全行员工晋升发展规则等打通员工职业发展通道。三是对 Z 银行薪酬 结构进行改进。降低岗位工资薪点值、引入地区差异系数、实现机关工资总额 控制等。四是围绕战略传导落地提出改进建议。如加大宣传督导力度，提升基 层薪酬意识、突出绩效核心指标，强化战略传导一致性、严控专项奖励，提升 绩效激励效能等。五是就绩效考核制度进行全面改革优化。通过引入绩效合约 管理模式，建立目标分解、价值创造和岗位职责三位一体的岗位绩效合约考核 体系。六是实施核心人才激励计划。建立核心人才队伍，加大核心人才激励。 七是提出了加大福利保障水平的建议。如加大企业年金、补充医疗的保障能力 和保障范围，加强员工医疗保障第三支柱建设等。 本文旨在通过对 Z 银行薪酬体系的改进优化，完善薪酬管理制度，促进和 提升员工绩效水平，提升企业整体经营效益。对我国商业银行薪酬管理提供了 一定的参考价值。 关键词：商业银行；薪酬体系；完善优化ABSTRACT III ABSTRACT With the deepening of China's socialist market economic system and the acceleration of the reform of financial system, the market competition of commercial banks has become increasingly fierce. The core competitiveness of enterprises has expanded from simple factors such as asset scale, service quality and profitability to human resource management level, large data processing ability, Internet thinking and so on. Human resource management ability plays a decisive role in the long-term development of enterprises. As one of the core factors of human resource management, employee compensation management plays a key role in ensuring and encouraging human resource management. It plays an important role in stabilizing the staff, mobilizing the enthusiasm of employees and promoting the development of enterprises. Based on the relevant theory of salary and the practical experience at home and abroad, this paper fully analyses the current situation and trend of the development of the enterprise, actively carries out the employee questionnaire, deeply studies the current situation of the salary system of Bank Z, analyses the existing problems, and puts forward some suggestions and measures for improvement: first, reconstructing the post and grade system. Around the mechanism of post classification management and staff promotion development, the framework system of all kinds of Posts and positions management is reconstructed and optimized from various dimensions, such as post grade, post category, post sequence, post level, promotion development rules and so on. The second is to optimize the promotion mechanism of employees. Through expanding the promotion space of business class and unifying the staff promotion development rules of the whole bank, we can get through the staff career development channels. Thirdly, we should improve the salary structure of Bank Z. Reducing the salary point value of post, introducing the coefficient of regional difference, and realizing the control of the total salary of the government, etc. Fourthly, suggestions for improvement are put forward around the strategic transmission landing. Such as increasing publicity and supervision, enhancingABSTRACT IV grass-roots salary awareness, highlighting core performance indicators, strengthening the consistency of strategic transmission, strictly controlling special awards, and improving performance incentive effectiveness. Fifth, we should reform and optimize the performance appraisal system in an all-round way. By introducing the performance contract management model, the paper establishes a three-in-one post performance contract evaluation system, which includes goal decomposition, value creation and post responsibility. Sixth, implement the incentive plan for core talents. Establish core talent team and increase core talent incentive. Seventh, it puts forward suggestions to increase the level of welfare security. Such as increasing the ability and scope of enterprise annuity and supplementary medical insurance, and strengthening the construction of the third pillar of employee medical insurance. The purpose of this paper is to improve and optimize the salary system of Bank Z, improve the salary management system, promote and improve the performance level of employees, and enhance the overall operating efficiency of enterprises. It provides a certain reference value for the salary management of commercial banks in China. Key Words: Commercial banks; Pay system; Optimization目 录 V 目 录 第 1 章 绪论.................................................................................................................1 1.1 研究背景及意义 ............................................................................................1 1.1.1 研究背景 .............................................................................................1 1.1.2 研究意义 .............................................................................................1 1.2 研究的主要目的 ............................................................................................2 1.3 研究内容框架与研究方法 ............................................................................2 1.3.1 研究内容框架 .....................................................................................2 1.3.2 主要研究方法 .....................................................................................3 1.4 本文的创新点与不足 ....................................................................................4 第 2 章 相关理论基础和研究现状.............................................................................5 2.1 主要薪酬理论 ................................................................................................5 2.1.1 薪酬基础理论 ......................................................................................5 2.1.2 薪酬激励相关理论 ..............................................................................6 2.2 国内外研究现状 ............................................................................................7 2.2.1 薪酬与人力资源管理的关系研究 ......................................................7 2.2.2 企业薪酬管理中存在的问题研究 ......................................................7 2.2.3 改善企业薪酬管理的措施研究 ..........................................................8 第 3 章 Z 银行薪酬体系现状....................................................................................11 3.1 Z 银行基本概况............................................................................................11 3.1.1 Z 银行历史及发展情况.....................................................................11 3.1.2 Z 银行组织机构情况.........................................................................12 3.1.3 Z 银行经营情况.................................................................................12 3.2 Z 银行薪酬体系概况....................................................................................14 3.2.1 Z 银行薪酬体系历史沿革.................................................................14 3.2.2 Z 银行现行的薪酬体系.....................................................................15 3.3 Z 银行薪酬水平情况分析............................................................................17 3.3.1 Z 银行员工薪酬水平分析.................................................................17目 录 VI 3.3.2 Z 银行与同业间的薪酬水平比较.....................................................20 3.4 员工薪酬满意度调查 ..................................................................................21 第 4 章 Z 银行薪酬体系中存在的问题....................................................................24 4.1 Z 银行薪酬体系中的问题............................................................................24 4.1.1 与总体发展目标不匹配，薪酬战略传导不通畅 ...........................24 4.1.2 岗位职级体系不完善，员工晋升发展受阻 ...................................24 4.1.3 薪酬水平偏低，外部市场竞争力不强 ...........................................25 4.1.4 薪酬结构不合理，内部缺乏公平性 ...............................................25 4.1.5 绩效管理不到位，评价体系待优化 ...............................................26 4.1.6 福利制度初具形态，保障能力有待提升 .......................................26 第 5 章 Z 银行薪酬体系改进优化方案....................................................................28 5.1 薪酬体系的改进目标与原则 ......................................................................28 5.1.1 改进的目标 ........................................................................................28 5.1.2 改进的原则 ........................................................................................28 5.2 薪酬体系改进的具体措施 ..........................................................................29 5.2.1 重构岗位职级体系 ...........................................................................29 5.2.2 优化员工晋升机制 ...........................................................................32 5.2.3 调整改善薪酬结构 ............................................................................34 5.2.4 提升战略传导效能 ............................................................................34 5.2.5 实施绩效管理改革 ............................................................................35 5.2.6 实施核心人才激励 ............................................................................38 5.2.7 提升福利保障水平 ............................................................................39 第 6 章 结论与展望...................................................................................................41 6.1 研究结论 ....................................................................................................41 6.1 未来展望 ....................................................................................................42 致 谢.........................................................................................................................43