摘要
随着城镇化进程的加快,县域金融市场的层次和内涵都发生着深刻变化,农村金融市
场竞争越来越激烈。农商行立足于农村,服务于小微企业,普惠类业务是全行业务的重中
之重。普惠客户经理是农商行经营价值创造的主体,近年来普惠客户经理的离职率却在不
断提高。因此,为了能在激烈的竞争中不断发展,就需要建立一支稳定的普惠客户经理队
伍,通过薪酬激励充分调动其积极性,充分发挥普惠客户经理的作用。因此探索普惠客户
经理薪酬激励,完善普惠客户经理薪酬分配,这对留住人才,吸引人才至关重要。因而,
以Y农商行普惠客户经理为研究对象,对其普惠客户经理薪酬激励进行深入研究,为Y农商
行普惠客户经理薪酬激励的有效运行提出针对性的优化建议,具有重要的现实意义和管理
价值

本文以薪酬激励理论为基础,通过文献研究法、问卷调查法,深入分析了 Y农商行普
惠客户经理薪酬激励现状及激励效果。研究结果表明,Y农商行普惠客户经理薪酬构成包
括基本工资、绩效工资、福利津贴和职务晋升。Y农商行普惠客户经理薪酬激励效果如下:
首先,普惠客户经理普遍对薪酬水平的满意度低。其次,对于薪酬的公平性问题上,大部
分普惠客户经理感到薪酬制度不够公正和公平,影响薪酬分配的最主要的问题依次是薪酬
制度和考核不透明、薪酬政策的稳定性和统一性信息、技术落后,数据采集失真。第三,
普惠客户经理对目前福利满意度不高。第四,普惠客户经理对绩效考核体系满意度较低,
影响绩效考核效果的最主要的问题依次领导意志千扰较多、缺乏有效的监督约束机制、绩
效考核系统尚不完善、领导不够重视。最后,普惠客户经理对中长期激励的满意度不高,
绝大多数普惠客户经理认为职务的晋升对于提高薪酬的影响较大

在上述分析的基础上,指出了Y农商行普惠客户经理薪酬激励存在的问题及原因:第
一
,薪酬水平市场竞争力较弱。第二,薪酬分配内部公平性缺乏,包括:薪酬政策缺乏统
一性、数据采集信息技术落后、薪酬制度及考核不透明。第三,福利设计针对性有待加强

第四,绩效考核体系仍需要健全,包括:体制陋习未完全改变、绩效考核系统效率低、监
督约束机制不健全。第五,薪酬激励结构设计不合理,包括:基本工资受职务晋升影响较
大、短期激励和长期激励结构失衡

针对上述问题,对Y农商行普惠客户经理薪酬激励提出了相应的优化建议:第一,界
定合理薪酬水平。第二,促进薪酬分配公平,包括:统一薪酬分配政策、建立电子考核系
统、建立有效沟通机制。第三,实施弹性福利政策。第四,完善绩效考核体系,包括:存
请客户竞投标制度、优化绩效考核指标、建立薪酬考核委员会。第五,调整完善薪酬结构,
包拈完善员工管理体系机制、重视中长期激励的作用

关键词:农商行普惠客户经理薪酬激励 II
Abstract
With the acceleration of the process of urbanization, the level and connotation of the county
financial market has undergone profound changes. The rural commercial bank business
development depends on the resources of customers. Rural commercial banks serve to the small
and micro businesses. The class of inclusive business is priority among priorities for business.
Customer manager of inclusive finance is the main body of the value creation of rural
commercial banks. In recent years, the rate of turnover of customer manager of inclusive finance
is constantly improving. Therefore, in order to continue to develop in the fierce competition, it is
necessary to give full play to the role of the general manager of the customer through the pay
incentive, and fully mobilize their enthusiasm, the establishment of a stable customer service
team. Therefore, to explore the Customer manager of inclusive finance salary incentives,
improve the distribution of customer manager of inclusive finance salary, which retain talent,
attract talent. Therefore, in order to Y rural commercial banks inclusive customer as the research
object, on the compensation inclusive account manager motivation for further research, put
forward the effective operation of Y rural commercial bank customer manager incentive for
inclusive optimization recommendations, has important practical significance and value
management.
This article based on the theory of salary incentive. Through literature study and
questionnaire survey, this paper analyzes the present situation and incentive effect of the
compensation incentive of Y rural commercial bank. The results show that the Y rural
commercial bank&39;s inclusive customer manager compensation includes basic salary, performance
salary, benefits and job promotion. Y rural commercial bank&39;s Customer manager of inclusive
finance salary incentive effect is as follows: First of all, most of the Customer managers are less
satisfied with pay levels. Secondly, for the fairness of salary, most inclusive customer manager
salary system was not fair and fair, effect of salary distribution the main problem are the salary
system and salary policy appraisal opaque, stability and unity of information, backward
technology, data acquisition and distortion. Third, customer manager of inclusive finance is not
satisfied with the current welfare. Fourth, Customer manager of inclusive finance performance
assessment system of the low level, the main problems affecting the performance evaluation
results are more interference, the leader will lack of effective supervision and restraint
mechanism, performance appraisal system is not perfect, the leadership is not enough attention.
Finally, Customer manager of inclusive finance for long-term incentive satisfaction is not high,
the vast majority of Pratt & Whitney account manager believes that the promotion of the position
to improve the remuneration of the larger. Ill
On the basis of the above analysis, this paper points out the problems and reasons of the
compensation incentive of the general manager of Y rural commercial bank. Firstly, the level of
pay market competitiveness is weak. Secondly, the internal fairness of salary distribution is
deficiency. Include as follows: the lack of unity of remuneration policy, data acquisition
information technology behind, the salary system and assessment opaque. Third, the welfare
design needs to be strengthened. Fourth, the performance appraisal system still needs to be
improved. Include as follows: the bad custom of the system has not been completely changed,
the performance appraisal system is inefficient, supervision and restraint mechanism is not
perfect. Fifth, the structure of salary incentive structure is unreasonable. Include as follows: the
basic salary is greatly affected by the job promotion, the short-term incentive and long-term
incentive structure imbalance.
In view of the above problems, this paper puts forward the corresponding suggestions on
the compensation incentive of the general manager of Y rural commercial bank: Firstly, define a
reasonable level of remuneration. Secondly, to promote the fair distribution of remuneration,
including a unified remuneration distribution policy, the establishment of electronic assessment
system, the establishment of an effective communication mechanism. Thirdly, implement the
flexible welfare policy. Fourthly, improve the performance appraisal system. Include as follows:
stock customer bidding system, optimize the performance evaluation indicators, the
establishment of the remuneration committee. Fifthly, adjust and improve the salary structure,
including the improvement of the staff management system, pay attention to the role of
long-term incentive.
Keywords: the rural commercial bank customer manager of inclusive finance
compensation incentive IV
目录
m ^ I
Abstract II1
1.1研宄背景与意义1.1.1研宄背景1.1.2研究意义1.2文献述评 3
1.2.1关于国外银行业薪酬激励的研宄1.2.2关于银行业薪酬激励效应的研宄1.2.3关于银行业薪酬激励差距的研究1.2.4关于薪酬激励体系与模式的研宄1.2.5简要的文献评论1.3研究目标、内容、方法和技术路线1.3.1 研宄g标1.3.2研宄内容1.3.3研宄方法
＊1.3.4研宄框架1.4本文的创新之处及不足1.4.1 创新之处1.4.2存在不足2概念界定和理论基础2.1普惠金融 10
2.2普惠客户经理2.3薪酬与薪酬激励2.3.1 麵 11
2.3.2薪酬构成2.3.3薪酬激励2.4薪酬激励理论基础2.4.1公平理论及对本文的启示2.4.2委托代理理论及对本文的启示3 Y农商行普惠客户经理薪酬激励现状分析3.1 Y农商行情况简介3.1.1 Y农商行简介
16 V
3丄2 Y农商行普惠客户经理情况3.1.3 Y农商行普惠业绩完成情况3.2 Y农商行普惠客户经理薪酬构成现状3.2.1 基本工资3.2.2 绩效工资3.2.3 福利津贴
21
3.2.4 职务晋升
22
3.3 Y农商行普惠客户经理薪酬激励效果
23
3.3.1调查对象的选择
23
3.3.2问卷问题的设计
23
3.3.3问卷调查与回收
23
3.3.4问卷调查数据结果的整理和分析
24
4 Y农商行普惠客户经理薪酬激励存在问题及原因分析
29
4.1薪酬水平市场竞争力较弱
29
4.2薪酬分配内部公平性缺乏
29
4.2.1薪酬政策缺乏统一性
29
4.2.2数据采集信息技术落后
30
4.2.3薪酬制度及考核不透明
:
30
4.3福利设计针对性有待加强
30
4.4绩效考核体系仍需要健全
31
4.4.1 体质陋习未完全改变
31
4.4.2绩效考核系统效率低
31
4.4.3监督约束机制不健全
31
4.5薪酬激励结构设计不合理
31
4.5.1基本工资受职务晋升影响较大
32
4.5.2短期激励和长期激励结构失衡
32
5 Y农商行普惠客户经理薪酬激励优化建议
34
5.1界定合理薪酬水平
34
5.2促进薪酬分配公平
34
5.2.1统-薪酬分配政策
34
5.2.2建立电子考核系统
35
5.2.3 建立有效沟通机制
35
5.3实施弹性福
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