Research On The Optimization Of Teller Incentive Mechanism In C Bank F Branch

With the development of the domestic economy,the traditional internal incentive mechanism of banks has been broken,and more hunane management strategies have been highly praised.As a state-owned large-scale commercial bank,Bank C is in the first phalanx of the domestic financial industry regardless of its scale and strength.However,in the process of responding to management changes,it is affected by the objective factors such as the heavier labor cost burden of enterprises and the optimization of incentive mechanisms.It is difficult to be as flexible as urban commercial banks.Therefore it leads to many problems in employee management.For example the serious loss of talents and the lack of employee enthusiasm,especially the grass-roots branches with heavy business pressure.This phenomenon is even more obvious.Therefore,there is no delay in the optimization of the incentive mechanism.This thesis was conceived under this context.Branch F is a second-level branch of Bank C in the provincial capital of a coastal developed region.It has a certain degree of policy development authority,and also directly faces grassroots outlets.Also it has many common characteristics and is suitable as a research object.Combining the theoretical review of the second chapter on incentive issues,this thesis summarized the basic situation of Bank C and Branch F in Chapter 3,briefly discussing the characteristics of the Branch F teller positions.Based on reviewing the development of object incentive mechanisms,it focuses on The status quo of the Branch F incentive mechanism,seeking out the existing problems and analyzing the consequences that the problem had caused or may lead to.The thesis believes that the main problems existing in the Branch F incentive mechanism are the single form of material incentives,contempt for the personal development of tellers,the low level of corporate culture construction and the implementation of the organization management.These problems have led to low efficiency and unstable branch teller positions.In order to solve the above problems,the thesis optimizes the design of the Branch F incentive mechanism in chapter IV,focusing on the needs of the teller group,and proposes optimization plans for various aspects including pay and benefits,performance assessment,personal development,and cultural construction.Specific implementation paths and supporting safeguards have been issued.Bank C is the representative of the early state-owned commercial banks.The incentives of the grassroots tellers have also existed in other state-owned banks and state-owned enterprises.Therefore,the results of this study have certain reference values for the financial industry and similar enterprises.