Shaoyang Z Rural Commercial Bank's Young Employees Salary Incentive Improvement Research

At present,large state-owned banks and small and medium-sized banks have entered the rural market one after another.At the same time,Internet finance is also spreading to the countryside.The rural financial market is increasingly fierce.Shaoyang Z Agricultural Commercial Bank,as the main force of county rural finance,is facing great pressure and challenges.At the same time,young employees are already the main employees of Shaoyang Z Agricultural Commercial Bank.However,most of the young employees work in rural outlets of agricultural commercial banks,which is not convenient in terms of living and transportation.The conditions are difficult and promotion is difficult.Some young employees yearn for a wider world outside the villages and towns and leave their jobs.The phenomenon appeared.How to improve the salary incentive mechanism for young employees,attract and retain outstanding young employees,stimulate the vitality of young employees,continuously enhance the enthusiasm and creativity of young employees,create competitive soft power and enhance their market competitiveness has become the bank’s inevitable choice to meet the increasingly fierce competition among peers and winthe competition.Based on the theory of fairness,psychological contract and expectation,this paper makes an in-depth and comprehensive study and analysis of the salary incentive of the young employees in Shaoyang Z rural commercial bank by using the methods of literature analysis,questionnaire and interview.It finds that the old mechanism of rural credit cooperatives is not good In addition,the bank’s backward salary management concept and imperfect salary incentive management mechanism have led to many problems in the bank’s young employees’ salary incentive.Monetary salary incentive mainly includes such problems as serious imbalance of salary structure,untimely payment and prominent internal fairness problems.Non monetary salary incentive mainly fails to meet the promotion needs,training needs and training needs of young employees There are some problems,such as the unfair of honor encouragement,the lack of individual differences in humanistic care and so on.Then,by combing and analyzing the reasons,adhering to the problem-oriented principle,taking fairness,motivation,total amount control,difference and strategic orientation as the principles,most of the young employees are in the grass-roots line,and the current material demand anddevelopment demand are very urgent characteristics.From two aspects of monetary salary incentive and non monetary salary incentive,this paper puts forward the salary incentive of Shaoyang Z agricultural and Commercial Bank young employees Suggestions for improvement.In terms of monetary salary incentive,we should implement equal pay for equal work,improve the salary management system,reduce the proportion of monetary salary in total salary,optimize the internal structure,and break the pot;in terms of non monetary salary,on the one hand,we should increase the input of non monetary salary to meet the growing needs of training and promotion of young employees;on the other hand,we should ensure fairness in the implementation of non monetary salary incentive,fair,and according to the wishes of employees,let employees choose incentive projects independently to meet the diversified needs of employees.And from the four aspects of optimizing the salary structure to reflect the post value,improving the fairness and timeliness of salary distribution,and carrying out non-monetary salary incentive in multiple angles and ways,strengthening organizational leadership and publicity to ensure smooth implementation,the salary management is strengthened to ensure that the improved salary incentive isfeasible in theory,which is fair,inspiring and competitive,and at the same time,it is suitable for the enterprise strategy,making the improved salary incentive for young employees keep pace with the times and effective and feasible,can continuously stimulate the enthusiasm of employees,and improve the overall work efficiency and comprehensive market competitiveness of Shaoyang Z Agricultural Commercial Bank.The research in this paper is based on my own employee identity and thinking about the compensation incentive of the bank’s young employees.It can provide theoretical reference for improving the compensation incentive of Shaoyang Z rural commercial bank young employees,enhancing our competitiveness,and also provide reference for the improvement of the compensation incentive mechanism of other rural commercial Bank young employees as a special group.