Optimization Of Salary Management For JS Bank’s Basic Marketing Staff

With the deepening of the reform of financial system,modern commercial banks have to face the pressure of product and service upgrading as well as the competition for financial talents.After years of development,the city commercial bank of our country has gradually strengthened its comprehensive strength and contributed to the development of regional economy,and its position in the financial system has become increasingly prominent.But the city commercial bank starts late,the asset scale is small,compares with the big commercial bank,the Foreign Capital Bank,its attraction to the finance talented person is weaker.Advanced salary management can help city commercial banks to enhance the competitiveness of talents and promote their long-term sustainable development.The number of marketing staff at the grass-roots level is large,facing the vast number of customers,representing the external image of the City Commercial Bank,and is the cornerstone of the development of the City Commercial Bank.At present,JS Bank is faced with the problems of frequent turnover of marketing staff and high rate of brain drain,which are directly related to the improper salary management of JS Bank’s marketing staff.This paper takes JS Bank as the research object,investigates its problems,and provides ideas and references for JS Bank to optimize the salary management of marketing staff at the grass-roots level.This paper combs the research results of domestic and foreign scholars’ salary management,and adopts the method of questionnaire to investigate and study the degree of approval of JS Bank’s part of basic-level marketing personnel to the salary management process,summarize the current JS bank grass-roots marketing staff compensation management problems and the underlying deep-seated reasons.Studies show that,at present,JS Bank has not established a long-term incentive mechanism for the basic-level marketing personnel,the salary level lacks competitiveness,the salary management process lacks fairness,the performance appraisal and the openness of the management process are insufficient,these problems have affected the enthusiasm of grass-roots marketing staff,resulting in the loss of JS bank grass-roots marketing talent,not conducive to its long-term sustainable development.This study combined demand theory,Equity theory theory and two-factor theory,combined with JS Bank’s grassroots marketing staff compensation management difficulties,developed a targeted solution strategy,that is to establish a long-term incentive mechanism,optimize the salary structure,create a fair and competitive salary management environment,optimize the performance evaluation system and so on.It is hoped that this study can theoretically enrich the related research results of the basic marketing staff compensation management of city commercial banks,and provide practical reference for other city commercial banks to optimize the compensation management.