| In recent years,China’s economy has developed rapidly.In order to ensure the effective implementation of macroeconomic policies and ultimately achieve the desired intention,the state has established a policy bank to participate in policy financing,promote economic development and social progress,and provide important implementation and guidance support for the state’s macroeconomic control of the economy.In order to develop better,policy banks have been actively reforming since their establishment.The problems existing in the internal management of policy banks are gradually exposed in their development process.One of the main problems in the current development of policy banks is the loss of employees,especially the serious loss of front-line employees and the increasing loss rate.Obviously,there are many reasons for this problem,but the most important one is salary incentive.Personnel is one of the most important resources of the institution.The rapid turnover of personnel will lead to the loss of a large number of skilled manpower in policy banks.The cost of appointment and training will be significantly increased.It will also restrict the improvement of bank efficiency and business development.Therefore,improvement is urgently needed.Bank A is a provincial branch of a policy bank established in G province in 2002.As a policy bank,the main objective of the management and operation of Bank A is to play a key role and function in key,weak,key links,fields and stages around the deployment and strategic design of G provincial government on the premise of ensuring the survival and development of small profits.Therefore,the management of Bank A is different from commercial banks,general operating state units and government.Institutions and departments.However,due to various reasons,the current salary incentive policy of Bank A is formulated by the salary system of civil servants.Due to the lack of consideration of the characteristics of policy banks,it can not meet the development needs of banks,resulting in insufficient salary incentives for employees,which to some extent even restricts the improvement of market competitiveness of banks,and even hinders the development of banks.This paper chooses the state-owned policy-oriented A bank as the research object.Firstly,it summarizes the basic situation of our country’s policy-oriented bank and the operation and management of A bank.Secondly,it analyses the salary incentive system of A bank’s employees and its effectiveness,points out the common problems existing in the salary incentive system of domestic policy-oriented banks represented by A bank,and combines with the salary incentive theory to find out At last,the paper puts forward some suggestions and Countermeasures for the construction and improvement of salary incentive system,which conforms to the characteristics of policy banks and market rules and can meet the needs of employees.This paper mainly includes the following parts: The first part introduces the research background and significance,main research methods,research contents and ideas.The second part introduces the relevant theories and summarizes the existing literatures.The main concepts and theories involved are salary,incentive management and related theories.The third part mainly analyses the current salary system and salary situation of Bank A employees,explores the basic mechanism of internal staff and their salary execution,and evaluates the salary incentive system from the aspects of general finance,bank and staff.The fourth part mainly analyses the problems existing in the current salary incentive system for employees of Bank A and the causes of the problems.This paper points out that the current salary system of Bank A is unreasonable,the results of performance appraisal are not quantified,and the internal fairness is poor.The root causes of the current salary incentive system of Bank A are: backward salary management concept,disjointed salary income and post assessment,lack of scientific and reasonable post analysis,and lack of professional salary managers.The fifth part is the countermeasure and suggestion part.Based on the analysis of the problems and root causes mentioned above,this paper points out that Bank A should focus on perfecting job evaluation,improving salary incentive system,paying attention to performance feedback communication,in addition,Bank A should also pay attention to the preparatory work,improving the process of implementing incentive programs,and strengthening the human resources management system in the process of building salary incentive system.Construction;pay attention to communication and publicity;supplement professional salary management personnel.This paper mainly includes the following parts: The first part introduces the research background and significance,main research methods,research contents and ideas.The second part introduces the relevant theories and summarizes the existing literatures.The main concepts and theories involved are salary,incentive management and related theories.The third part mainly analyses the current salary system and salary situation of Bank A employees,and analyses the characteristics of employees’ salary.The fourth part mainly analyses the problems existing in the current salary incentive system for employees of Bank A and the causes of the problems.The fifth part is the countermeasure and suggestion part,that is,the problems raised in the previous paper give the countermeasures and suggestions to improve the salary incentive system of Bank A. |
