Research On Employee Incentives After The 90th Branch Of Industrial And Commercial Bank Of China

With the rapid development of China's reform and opening up and the rapid development of the economy,the financial industry has gradually developed into the process of globalization.Although the homogenization of financial business more and more obvious,but the financial institutions from the organizational structure,business philosophy,technology innovation,human resources management and other aspects of emphasis and different,taking into account China's regional economic development level differences,regional customs and culture are different,the state-owned commercial banks in different regions the basic implementation for 90 employees human resources management and incentive measures are simple inefficiencies.At present,China's state-owned commercial banks are undergoing a new round of institutional reform and business model innovation,the new recruits a large number of knowledge workers after 90,in order to cope with the needs of the talent gap.According to the existing commercial banks for employees incentive management model,the current group of employees who have a new idea of incentive policy changes include the following points:The focus of the gradual deepening of the incentive measures,based on the tradition of performance pay incentive as the main means,the development of 90 employees incentives to achievement motivation and Growth Incentive;incentive countermeasure considerations gradually comprehensive,for personal incentives to team together through the development of a more comprehensive incentive strategy and strive to achieve the best incentive effect;rational incentive countermeasures,strengthen the consideration of staff for the long-term development of the enterprise and performance problems,gradually will be short-term and long-term incentive combination,promote the intrinsic motivation of 90 employees work.The purpose of the study is a combination of local state owned commercial bank's management and development goals,through the implementation of effective incentive strategy,guide and encourage the timely planning and adjustment of personal goals,to adapt to the ever-changing financial situation,to promote the development of local state owned commercial banks,and a realization of self value;according to the personality traits of 90 employees the ability to work and internal needs,to this relative has to provide a strong quality employees challenging work,allowing them to find work at the grassroots level in the sense of achievement,and improve their satisfaction,stimulate their work enthusiasm,continue to break the bottleneck and achieve self value of self development.Through the conclusion of this study,thinking characteristics and behavior characteristics of 90 employees more clearly understand more deeply,for the ICBC D branch of the local state owned bank managers to provide specific recommendations and suggestions in the management of 90 employees,through a series of countermeasures to improve the incentive measures,the degree of attention to the ICBC D act on behalf of the local state owned commercial banks to strengthen the 90 employees personal occupation development and promote it to the roots of the loyalty,enthusiasm,not only to create good and solid foundation of business development for the state-owned commercial bank,and establish a good social image of responsibility.