Research On The Compensation Management Of A State-owned Bank’s B Branch

As the development of Chinese economic and social, the domestic commercial Banks are facing a few challenges and requirements which are advancing with the times as same as other industries in our country. Banks are competing in fields of bank management of structure, product innovation and management platform of global funds. The enterprise’s strategies, the actual enterprise facing and the core value of the enterprise constitute the enterprise’s salary incentive system. By a comprehensive rational analysis to the problem of current compensation mechanism, the system can evaluate different factors affecting enterprise employee compensation scientifically, and match and fine-tune the actual situation of business timely, and follow the principle of priority to efficiency and due consideration to fairness, and make full use of salary incentive management command functions to achieve the goal of the enterprise operation and results.In this paper, the author takes a state-owned commercial bank branch B as an example to analyze the status of the bank’s compensation system,and to explore its current situation, and ultimately to re-design its incentive system. The re-designation improves the compensation system. The main contents include:Firstly, summarizes the main research salary management situation of state-owned commercial banks from the perspective of both domestic and foreign, and then gives a brief introduction to the theory of knowledge of incentive compensation, including salary structure, the role of the historical development of compensation management and the main incentive theory.Secondly, elaborates the situation of a state-owned commercial bank branch B existing human resource management and the status of implementation of basic salary incentives, and researches satisfaction with the existing pay system key employees of the branch B through questionnaires.Thirdly, makes a full analysis of the problems of the salary management system based on the status quo of the branch B, and sums up the reasons for existing these problems through the researches.Last, combining with the existing theoretical knowledge salaries and the problems, puts forward the optimization of incentive pay system of the branch B and a few protection measures in the implementation, and tries to establish a set of diversification incentives pay system based on strategic orientation.You can see it from this article, scientific and rational compensation system plays a crucial role for the growth of enterprises. The value of the bank and the value of the bank’s clerks are closely linked. So the bank must maximize the value of employees to realize their own value maximization. If the value of the staff is hard to realize, the clerk will work with less enthusiasm, the final value of the bank is difficult to achieve maximization. Scientific staff salary system will help stimulate staffs creativity, and attract and retain key personnel. Therefore, for our state-owned commercial banks, how to build a scientific, rational and efficient compensation system and to create a good environment for human resources management system which can stimulate the enthusiasm of the staffs and managements causes whether it can achieve rapid sustainable development.