| The focus of China’s economic development is switching from pace to quality under the impact of the progress of economic globalization and COVID-19,thus facing profound changes unseen in a century.Under the fierce market competition,talent demand has become the focus of enterprises.Customer service is the foundation of bank development for the banking industry and grassroots staff represents the public image of the bank as well as the link to establish trust relations.Grassroots staff is also the top priority of human resources management and the basis for bank competition.On the basis of the current economic situation and talent characteristics,this thesis selected D Branch of Bank Z as the research object.Bank Z is a state-owned joint-stock bank and D Branch is the first second-tier branch of Bank Z in a prefecture-level city in Sichuan.It follows the policies of its superior branches in personnel management and performance distribution yet there are numerous territorial factors in its operation and various weaknesses in its employee incentive policies as a second-tier branch.In terms of branch development,it is lagging behind compared with tier-two branches of similar types.To some extent,the quality and efficiency of staff incentives are hindering the sustainable and high-quality development of the branch.Corresponding optimization studies were carried out in the present thesis on the existing grassroots staff incentive mechanism of D Branch of Bank Z,and staff incentive measures suitable for the development of D Branch were proposed so that D Branch could enable employees to achieve personal growth along with the development of the enterprise.To begin with,the thesis sorted out the definition and responsibilities of grassroots employees,the connotation and manifestation of incentives,relevant incentive theories,and relevant literature at home and abroad,and introduced representative incentive theories as the basis of theoretical research.In addition,the situation of D Branch,its staff organization,and its incentive status quo were briefly introduced.The incentive mechanism currently adopted by D Branch includes salary and welfare,performance appraisal,personnel promotion,training and so on.Through questionnaire surveys,individual interviews and field surveys of grassroots staff of D Branch were conducted and a series of problems such as superficial performance appraisal,poor salary incentive effect,narrow career promotion channel,and insufficient spiritual incentive were concluded.Then the causes of such problems were analyzed from four aspects of organizational management structure,performance appraisal,staff needs,and work environment.Furthermore,based on the principles of combining individual objectives with enterprise objectives,personalized incentives with humanized incentives,and material incentives with spiritual incentives and according to relevant incentive theories,the incentive mechanism for grassroots staff of D Branch was optimized and designed and specific optimization measures were put forward,including improving performance appraisal,broadening career development channels,optimizing the training system and enriching the content of spiritual incentives.Finally,possible influencing factors in the specific implementation process of the incentive mechanism optimization plan were pointed out and safeguard measures were proposed to increase the feasibility of the plan.The thesis managed to proceed from reality and fully consider the feasibility of measures when quoting and analyzing the relevant theories of incentives and studying the problems and countermeasures of the grassroots staff incentive mechanism of D Branch.It is hoped that the thesis could further perfect the incentive mechanism of employees and promote the healthy and sustainable development of enterprises. |
