Compensation System Redesign Of Junior Stuff For G Bank

In the explosion and great development of knowledge economy today, talent competition has become the focus of competition of all industries, as a representative of the knowledge industry, the importance of financial industry’s talent is so evident. However, with the development of the state-owned and regional Banks, and the entrance of foreign Banks,it has made it difficult for the development of the joint-stock Banks in China, its advantage of attracting and retaining talents is under the pressure of both sides. For the sake of long-term development of the joint-stock Banks, it is particularly important to do better in human resources management, especially as the core part of human resource.As one of the joint-stock commercial Banks in China, G bank’s compensation management is also faced with many difficulties. This paper, first of all, has made a literature review of the development of the salary management theory at home and abroad, and has summarized from the domestic and foreign pay management status, the compensation theory and compensation study of Chinese commercial Banks. On the basis of literature review, this paper has summarized the concept and composition of compensation management, and classified it from the perspective of management and economics. On the basis of theoretical study, combined with the present situation of human resources and compensation management of G bank, this paper has summarized the existing problems of compensation management in the aspect of post, performance appraisal, salary, welfare policy and reward behavior, and analyzed the causes of these problems. Aiming at the current problems in G bank, this paper has designed a compensation management system of G bank, including work analysis, job analysis, and salary surveys. The compensation management system is mainly designedfor junior stuff, including fixed salary, performance salary, welfare and other incentives. It is expected to lay a certain foundation for the improvement of the compensation management and competitiveness of G bank.This article studies the reform of Chinese joint-stock commercial banks, expecting the conclusion has important reference value and guiding significance to other Banks’construction of pay system.