I 摘要 随着我国金融体制改革的不断深入，作为经济中心的金融业正逐渐向市场化、 全球化迈进。面对日益激烈的市场竞争，人才的竞争成为银行间的核心竞争，人 才战略的成败直接影响到其盈利与安全水平，只有充分挖掘人力资源潜能，有效 调动人力资源积极性，才能不断创新，才能实现银行的持续发展。薪酬是人力资 源中一个相当关键的构成部分，合理、科学的薪酬方案才能促进薪酬激励和约束 作用的充分体现，才能有效调动银行各类人才的工作主动性和积极性，促使银行 员工通过努力，提高自身业绩的同时提高银行的整体业绩，最终实现员工个人发 展目标和银行发展战略的共同收获。 本文以 C 股份制银行 W 支行薪酬方案为研究对象，通过广泛收集、大量阅读 国内外有关薪酬管理的文献资料，在充分借鉴相关理论、研究成果的基础上，对 C 股份制银行 W 支行岗位薪酬方案的制定和实施展开深入研究。论文首先对选题背 景、研究目的与意义进行了阐述，随后对薪酬理论、岗位薪酬理论、激励理论等 基本理论、方法进行了综述。论文在概述 C 股份制银行 W 支行薪酬现状的基础上， 应用问卷调查法，通过设计较为合理的问卷题目，针对支行内部不同岗位人员开 展有关薪酬制度满意度的调研，应用统计分析方法对当前薪酬制度存在的问题进 行了深入分析。论文根据C 股份制银行W 支行当前运营实际情况及人员岗位现状， 对岗位薪酬方案进行了设计。具体包括了通过“海氏职位评价法”对支行各岗位进行 重新评价和分类、对岗位级别进行重新划分、对岗位评价调整规则进行补充、对 岗位晋升与激励制度进行完善等方面。同时提出在实施岗位薪酬方案时应注意的 问题和应采取的关键措施。本文通过大力改革与调整原有薪酬制度以此建立一个 更加科学，有助于支持和促进 C 股份制银行 W 支行战略发展的薪酬方案，从而提 高薪酬激励作用，增强员工工作积极性，促进支行各类业务的快优发展。 本文通过薪酬管理的调查、剖析、设计、实施整个过程的研究制定出更加适 合于 C 股份制银行 W 支行的岗位薪酬方案。希望通过此案例的分析研究，对国内 其他城市商业银行的薪酬管理提供一定的借鉴和参考作用。 关键词：商业银行，薪酬制度，海氏评估法，岗位薪酬，改进研究ABSTRACT II ABSTRACT Following with the in-depth reform of China's financial system, the financial industry, as the economic mainstream, is gradually becoming market-oriented and globalized. In the face of increasingly fierce market competition, talent competition has become the core among banks. The strategy of attracting and keeping talents has a direct impact on one bank’s both profitability and safety. Only by fully tapping the potential of human resources and effectively stimulating their enthusiasm can promote the innovation continuously, as well as the sustainable development of the bank. Furthermore, compensation is a very key component of human resources and only reasonable and scientific compensation scheme can promote the full embodiment of salary incentive and restraint function, arousing the initiative and enthusiasm of all talents in the bank effectively, stimulating these bank staff to improve both their own performance by attempts and efforts and the overall performance of bank, actualizing goals of employees’ personal development and bank’s development as well simultaneously. This thesis takes the compensation scheme of the W branch of C Bank (a share-holding bank) as the subject investigated. By collecting and reading a large number of domestic and foreign documentation about compensation management, in addition, on the basis of the relevant theories and research results, the author conducts an in-depth research for the formulation and implementation of C Bank W-branch. In this thesis, the background, purpose and significance of the research are described at the beginning, then the basic theorems and methods of “compensation theory”, “job compensation theory”, “incentive theory” are summarized. On the basis of summarizing the present situation of job compensation of C Bank W branch, this paper applies the method of questionnaire survey by designing a reasonable questionnaire to carry out a survey on the satisfaction degree of compensation system among the staff in different positions within the branch bank. Put another way, it makes a deeply statistical analysis of the problems existing in the current compensation system. According to the actual operation of C Bank W branch and situation of staff’s positions, the author betters the job compensation scheme which includes re-evaluation and classification of positions, re-division of post level, supplement of post evaluation and adjustment rules,ABSTRACT III improvement of post promotion and incentive system, all through theory of Hayes' post evaluation method. At the same time, the problems and the key measures that should be paid attention to when the broadband compensation improvement scheme is implemented are put forward. Finally, through the reform and adjustment of the original compensation system, this paper sets up a more scientific compensation scheme, which is helpful to support and promote the strategic development of the C Bank W branch, so as to improve the incentive effect of the salary, enhance the enthusiasm of the staff, and promote the rapid and excellent development of all lines of business in branches. This thesis, through the investigation, analysis, design and implementation of the whole process, has developed a more optimized compensation scheme suitable for the C Bank W branch. It is hoped that the analysis and study of this case may provide some reference for other urban commercial banks in China in the management of compensation. Keywords: commercial banks, compensation system, Hayes' post evaluation method, job compensation, case study目 录 IV 目 录 第一章 绪论.....................................................................................................................1 1.1 研究背景............................................................................................................1 1.2 研究目的与意义................................................................................................1 1.3 研究方法............................................................................................................3 1.4 研究思路............................................................................................................3 第二章 相关理论综述.....................................................................................................5 2.1 薪酬理论............................................................................................................5 2.1.1 薪酬的定义.............................................................................................5 2.1.2 薪酬的构成.............................................................................................5 2.2 岗位薪酬理论....................................................................................................7 2.2.1 岗位薪酬定义.........................................................................................7 2.2.2 岗位薪酬体系设计流程.........................................................................8 2.2.3 岗位薪酬特点.........................................................................................9 2.2.4 岗位薪酬的主要类型.............................................................................9 2.3 激励理论..........................................................................................................10 2.3.1 需求层次理论.......................................................................................10 2.3.2 双因素理论...........................................................................................11 2.3.3 公平理论...............................................................................................11 2.3.4 期望理论...............................................................................................11 第三章 C 银行 W 支行岗位薪酬现状及问题分析......................................................13 3.1 C 银行 W 支行基本情况介绍..........................................................................13 3.1.1 C 银行 W 支行简介.................................................................................13 3.1.2 C 银行 W 支行员工结构.........................................................................13 3.2 C 银行 W 支行岗位薪酬方案现状..................................................................15 3.2.1 现行岗位薪酬体系...............................................................................15 3.2.2 W 支行岗位薪酬方案分析.....................................................................19 3.3 岗位薪酬调查与结果分析..............................................................................21 3.3.1 调查问卷设计.......................................................................................21 3.3.2 数据结果的整理...................................................................................22 3.4 C 银行 W 支行岗位薪酬方案存在的问题......................................................28目 录 V 3.4.1 岗位分类分级设置不合理...................................................................28 3.4.2 评价调整不及时不合理.......................................................................29 3.4.3 岗级晋升与激励不足...........................................................................30 第四章 C 银行 W 支行岗位薪酬方案改进..................................................................32 4.1 改进目标..........................................................................................................32 4.2 改进原则..........................................................................................................32 4.3 岗位薪酬方案的改进......................................................................................33 4.3.1 员工岗位分类分级...............................................................................34 4.3.2 动态评价调整规则...............................................................................51 4.3.3 岗级晋升与激励...................................................................................53 4.4 W 支行薪酬新方案与原制度对比...................................................................55 第五章 岗位薪酬方案实施的保障措施.......................................................................58 5.1 宣传培训到位..................................................................................................58 5.2 及时开展任职评价..........................................................................................58 5.3 科学的绩效考核管理办法做支撑..................................................................58 5.4 精准的市场感知..............................................................................................59 5.5 广泛征求员工意见..........................................................................................59 第六章 结论...................................................................................................................61 6.1 结论..................................................................................................................61 6.2 研究的不足和展望..........................................................................................62 致 谢.............................................................................................................................63