摘要 近年来随着中国市场经济快速发展、中国国际地位的提升，经济 建设的快速发展及金融行业的蓬勃发展，国内通货膨胀和人民币贬值 压力的加剧，金融行业已成为最热门最具竞争力的行业之一。然而在 中国金融业中的银行业，仍然沿袭着不少国有企业的管理水平跟不上 与企业发展节奏的现状，尤其在银行业的员工薪酬结构方面仍存在不 少有待改进之处，造成银行人才发掘、培养、激励和保留等各个环节 都存在不足。这种情况下，中国的银行业除了关注零售批发业务、利 润率和同业业务之外，也更多的需要关注如何挖掘和激励人力资源充 分发挥潜能，以更高的经营效能，提高企业的综合竞争力，最终立足 于这激烈的竞争市场。想要长远立足于这个竞争的市场，做好人才挖 掘招聘、人才培育培养、人才激励和保留，才能更有效地提升企业的 核心竞争力。充分利用好并打造稳定的企业人力资源薪酬体系，是企 业实现各阶段战略发展目标的关键。因此中国的商业银行需要建立一 套合理、适用的薪酬福利管理体系，通过薪酬激励推动企业人力资源 的贮备，最终实现企业战略目标。 本文运用全面薪酬理论，以Z银行S分行的薪酬结构为例，通过 文献资料法、数据分析法、访谈法、调查法等定性定量的科学方法， 深入研究并找到其薪酬体系存在的问题。通过大量的数据支持，分析 Z银行S分行的员工薪酬结构以及晋升通道等方面存在的问题，并从 固定薪酬、浮动薪酬、福利以及员工级别晋升通道等角度找到问题存 在的原因，并尝试针对性地对照问题提出优化和改进的措施方案。通 过设立级别晋升体系、提高固定收入占比、改变绩效奖金发放模式、 引入弹性福利计划等方案，对Z银行S分行薪酬体系存在的问题提出 了解决方案。文中提到的薪酬体系的改进措施和优化方案对于其他国 内股份制商业银行也具有较强的借鉴意义，对于提升国内银行类企业 的组织效能、经营效率，提升人力资源管理尤其在员工薪酬激励方面 的有效性、员工的满意度和感受度方面都具有指导意义。 本文立足于Z银行S分行员工薪酬结构的现状，通过背景的研究、 目的和意义、主要的研究方法和内容来展开，使读者了解选题的出发 点和本论文的整体思路。随后通过相关薪酬激励理论的文献研究和阐 摘要 述，包括全面薪酬的理论概念、薪酬结构的设计原则、外在薪酬与内 在薪酬的差异、激励因素等，为Z 银行S分行员工薪酬结构存在的 问题及原因提供了扎实的理论基础，同时也为后续有针对性地提出优 化解决方案提供了有力的参考依据。 通过Z银行S分行现有的人员结构和薪酬结构数据分析，发现在 Z银行S分行现有的员工薪酬体系中存在员工薪酬级别的晋升通道不 完善、固定薪酬占比偏低且逐年提升幅度不明显、浮动薪酬考核方式 过于复杂且缺乏保障以及福利形式单一使得员工感受度较低等四大 较为突出的问题点。最后通过一一对症下药的分析与研究，提出了针 对Z银行S分行的薪酬结构优化方案，包括建立员工岗位序列管理体 系和员工荣誉体系并与员工固定薪酬提升相挂钩；提高员工基本工资 的构成与整体占比；调整浮动薪酬发放方式和发放节奏；通过实施弹 性福利计划提高员工薪酬感受度等几个方面，切实改善优化目前的薪 酬体系，实现对员工积极性的充分激励，最终达到满足企业业务长期 稳定发展的战略目标。 关键词： Z银行，薪酬结构，晋升通道，固定薪酬，浮动薪酬，福 利 ABSTRACT ABSTRACT In recent years, with the rapid development of China's market economy, the promotion of China's international status, the rapid development of economic construction and the vigorous development of the financial industry, the intensification of domestic inflation and the pressure of RMB devaluation, the financial industry has become one of the hottest and most competitive industries. However, the banking industry in China's financial industry still follows the current situation that the management level of many state-owned enterprises can not keep up with the pace of enterprise development. Especially in the salary structure of employees in the banking industry, there are still many areas to be improved, resulting in deficiencies in the aspects of talent discovery, cultivation, incentive and retention. In this case, besides focusing on retail wholesale business, profit margin and interbank business, China's banking industry also needs to pay more attention to how to tap and motivate human resources to give full play to their potential, so as to improve the overall competitiveness of enterprises with higher operational efficiency, and ultimately to be based on the fierce competitive market. If we want to be based on this competitive market in the long run, do a good job in talent recruitment, talent cultivation and training, talent incentive and retention, in order to effectively enhance the core competitiveness of enterprises. Making full use of and building a stable salary system of human resources in enterprises is the key to achieving the strategic development goals at all stages. Therefore, China's commercial banks need to establish a reasonable and applicable salary and welfare management system, through incentive incentives to promote the enterprise's human resources storage, and ultimately achieve the strategic objectives of the enterprise. In this paper, using the comprehensive compensation theory, taking the salary structure of Bank Z S Branch as an example, through the methods of literature, data analysis, interviews, surveys and other qualitative and quantitative scientific methods, in-depth study and find out the existing problems of its salary system. Through a large number of data support, this paper analyses the problems existing in the salary structure and promotion channels of S branch of Bank Z, and finds out the reasons for the problems from the perspectives of fixed salary, floating salary, welfare and promotion channels of staff rank, and tries to put forward the optimization and improvement measures against the problems. Through the establishment of promotion ABSTRACT system, increasing the proportion of fixed income, changing the performance bonus payment mode, introducing flexible welfare plan and other schemes, the paper puts forward solutions to the problems existing in the salary system of Bank Z S Branch. The improvement measures and optimization schemes mentioned in this paper can also be used for reference by other domestic joint-stock commercial banks. They can improve the organizational efficiency and operational efficiency of domestic banking enterprises, and enhance the effectiveness of human resources management, especially in employee compensation incentives, employee satisfaction and perception. All aspects have guiding significance. Based on the current situation of employees'salary structure of Bank Z S Branch, this paper aims to make readers understand the starting point of the topic and the overall idea of this paper through background research, purpose and significance, main research methods and contents. Subsequently, through the literature research and elaboration of relevant salary incentive theory, including the theoretical concept of comprehensive salary, the design principle of salary structure, the difference between external salary and internal salary, incentive factors and so on, it provides a solid theoretical basis for the problems and reasons of salary structure of employees of Bank Z S Branch, as well as for the follow-up. Targeted optimization solutions provide a strong reference basis. Through the analysis of the existing staff structure and salary structure data of Z Bank S Branch, it is found that there are some problems in the existing staff salary system of Z Bank S Branch, such as imperfect promotion channels of staff salary level, low proportion of fixed salary and no obvious annual increase, too complex floating salary assessment methods, lack of security and welfare form. Simple style makes employees feel low and other four more prominent problems. Finally, through the analysis and research of one-on-one remedy, the paper puts forward the optimization scheme of salary structure for S Branch of Bank Z, including establishing the management system of employee position sequence and employee honor system and linking it with the promotion of fixed salary, improving the composition and overall proportion of basic salary of employees, adjusting the way of floating salary payment. Release rhythm; through the implementation of flexible welfare plan to improve employees'salary perception and other aspects, to effectively improve and optimize the current salary system, to achieve full incentives for employees' enthu