： 近年来，在全球化的背景下，中国的金融业市场受到进一步开放 的影响，民生银行不得不面对全球金融业和国内同行的激烈竞争。金 融业作为特殊服务业，商业银行的竞争就是对金融人才的竞争。销售 人员队伍的不稳定性已成为民生银行厦门分行发展的困扰之一，进一 步完善民生银行厦门分行销售人员现有的薪酬制度从而使其对销售 人员进行有效的激励和约束，保持销售队伍的稳定，已经成为民生银 行厦门分行迫切需要解决的问题之一。本文采用问卷调查法、文献研 究法等方法，从销售人员遇到的实际情况着手，重点研究分析研究民 生银行厦门分行销售人员薪酬激励存在的问题。 通过本文的研究主要得到以下结论：当前厦门分行薪酬激励机制 主要存在的问题有薪酬策略与企业经营战略不匹配、薪酬体系设计不 够合理、激励内容缺乏弹性和针对性、薪酬制度执行不严谨等。针对 存在的问题，本文结合马斯洛需求理论，双因素理论等，通过调查问 卷掌握最基础的资料，研究问题的本源、从销售人员自身需求分析其 本质原因，提出有针对性的问题对策，旨在帮助民生银行厦门分行回 应国家监管部门的专项治理工作要求；其次也有利于提升民生银行厦 门分行人力资源管理的需要；再者，通过本文的研究能给其他同行提 供类似的研究实例和经验分享；最后，希望是目前商业银行销售岗位 薪酬激励理论研究不足的有益补充。 V 关键词：商业银行 销售人员 薪酬激励 VI Research on Compensation Incentive of Sales Staff of Minsheng Bank Xiamen Branch Abstract： In recent years, under the background of globalization, China's financial market has been further opened up, and Minsheng Bank has had to face the fierce competition between the global financial industry and its domestic counterparts. As a special service industry, the competition of commercial banks is the competition of financial talents. The instability of the sales force has become one of the troubles in the development of the Xiamen Branch of Minsheng Bank. It has become one of the urgent problems to be solved by further perfecting the existing compensation system of the sales staff of Xiamen Branch of Minsheng Bank so as to make it effective incentive and restraint to the sales personnel and maintain the stability of the sales force. This article uses questions volume survey method, literature research method and other methods, starting from the actual situation encountered by sales personnel, focus on the analysis of Minsheng Bank Xiamen Branch sales staff compensation incentive problems. Through the research of this thesis, the following conclusions VII are obtained: the main problems existing in the salary incentive mechanism of Xiamen Branch at present are the mismatch between the salary strategy and the enterprise management strategy, the unreasonable design of the salary system, the lack of flexibility and pertinence of the incentive content, and the lack of rigorous implementation of the salary system. In view of the existing problems, this thesis combines Maslow's demand theory, two-factor theory and so on, grasps the most basic information through the questionnaire, studies the origin of the problem, analyzes its essential reasons from the salesperson's own needs, and puts forward the targeted problem countermeasures, which aim to help Minsheng Bank Xiamen Branch to respond to the special governance requirements of the state regulatory authorities; secondly, there are also beneficial to enhance the need of human resource management in Xiamen Branch of Minsheng Bank; moreover, through the research of this thesis, it can provide similar research examples and experience sharing to other peers; finally, it is hoped that the current commercial bank sales post salary incentive theory research is supplement. Key words: Commercial bank；Sales staff；Compensation incentive VIII 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....................................................................................2 1.2 国内外研究现状...............................................................................3 1.2.1 国外研究现状............................................................................3 1.2.2 国内研究现状............................................................................4 1.2.3 研究述评....................................................................................6 1.3 研究思路和方法...............................................................................6 1.3.1 研究思路....................................................................................6 1.3.2 研究方法....................................................................................8 1.4 研究内容和框架...............................................................................8 1.4.1 研究内容....................................................................................8 1.4.2 论文框架....................................................................................9 第2章 相关概念及理论基础................................................................11 2.1 薪酬及全面薪酬.............................................................................11 2.1.1 薪酬及薪酬管理......................................................................11 2.1.2 全面薪酬..................................................................................12 2.2 薪酬激励的相关理论.....................................................................12 2.2.1 马斯洛的需求层次理论..........................................................13 IX 2.2.2 亚当?斯密的工资差别理论.....................................................14 2.2.3 亚当斯的公平理论..................................................................14 2.2.4 赫兹伯格的双因素理论..........................................................15 第3章 民生银行厦门分行销售人员薪酬激励现状............................16 3.1 民生银行厦门分行概况.................................................................16 3.2 岗位概况.........................................................................................17 3.2.1 岗位简介..................................................................................17 3.2.2 岗位职责..................................................................................17 3.2.3 销售人员特点..........................................................................18 3.3 销售人员薪酬激励的基本形式.....................................................19 3.3.1 奖金制......................................................................................19 3.3.2 定薪制......................................................................................20 第4章 民生银行厦门分行销售人员薪酬激励问题分析....................22 4.1 销售人员薪酬满意度调查.............................................................22 4.1.1 调查方案的设计......................................................................22 4.1.2 调查问卷的统计分析..............................................................23 4.1.3 调查结论..................................................................................28 4.2 销售人员薪酬激励的问题分析.....................................................29 4.2.1 薪酬策略与企业经营战略不匹配..........................................29 4.2.2 薪酬体系设计不够合理..........................................................30 4.2.3 激励内容缺乏弹性和针对性..................................................32 X 4.2.4 薪酬制度执行不严谨..............................................................33 第5章 民生银行厦门分行销售人员薪酬激励问题的优化策略........34 5.1 薪酬激励优化原则、目标及思路.................................................34 5.1.1 薪酬激励优化原则..................................................................34 5.1.2 薪酬激励优化目标..................................................................35 5.1.3 薪酬激励优化思路..................................................................36 5.2 厦门分行销售人员薪酬激励优化措施.....................