【正文】 Key Employee。s pensation system and rule have a petitive advantage in the market, and it can win the HR petitiveness, maintain a stability for the key talent and get longterm 華南理工大學(xué)碩士學(xué)位論文 development. Key Words: Compenstion Management。 thirdly, there’s no any flexibility in salary, the proportion of fixed remuneration is too high, accounting for more than 90% of the total remuneration。B approach: Firstly, the pensation is too low and it’s lack of petitiveness pared with their peers。 Fourthly, to explore measures to the problem with a theoretic and scientific method and provide the corresponding pensation management reform program。s basic situation from 3 aspects which are the bank’s profile, the HR and pensation status。 華南理工大學(xué)碩士學(xué)位論文 摘 要 我們國(guó)家實(shí)行金融開放以來，外資銀行高速擴(kuò)張，伴隨而來的是對(duì)本土金融業(yè)人才 近乎狂熱的需求 目前，最妨礙外資銀行擴(kuò)張的不是政策，也不是資金，最讓他們頭痛 的是金融人才的短缺 為了進(jìn)行有效的競(jìng)爭(zhēng)，企業(yè)必須吸引 留住 激勵(lì)和有效利用企 業(yè)所能挖掘到的人力資源，可以說人力資源已成為提高企業(yè)核心競(jìng)爭(zhēng)力的關(guān)鍵之所在 作為人力資源體系的重要組成部分，薪酬管理是企業(yè)高層管理者以及所有員工最為關(guān)注 的內(nèi)容，它直接關(guān)系到企業(yè)人力資源管理的成效，對(duì)企業(yè)的整體績(jī)效產(chǎn)生顯著的影響 因此，要用人 力資源獲得企業(yè)的競(jìng)爭(zhēng)優(yōu)勢(shì)，重點(diǎn)工作在于完善其薪酬管理體系 本文從幾個(gè)方面進(jìn)行研究：一是對(duì)論文的選題背景意義進(jìn)行闡述，對(duì)相關(guān)文獻(xiàn)進(jìn)行 綜述，介紹研究的內(nèi)容和方法；二是從 A 銀行的概況 人力資源現(xiàn)狀和薪酬管理現(xiàn)狀 三個(gè)方面對(duì)該公司的基本情況進(jìn)行介紹；三是通過對(duì)薪酬體系的診斷來找出原薪酬所存 在的問題及改革的必要性；四是針對(duì)問題探索對(duì)策，應(yīng)用理論和科學(xué)的方法，提出相應(yīng) 的薪酬管理改革方案 最后根據(jù)論文研究的整體情況得出結(jié)論 本文通過高管訪談 員工滿意度調(diào)查和薪酬福利調(diào)查以及市場(chǎng)調(diào)研的方式，診斷出 A 銀行薪 酬管理體系的問題：首先是薪酬定位較低，與同行相比缺乏競(jìng)爭(zhēng)力；其次是薪 酬結(jié)構(gòu)單一，缺乏吸引力；第三是薪酬缺乏彈性，固定薪酬比例過高，占到總薪酬的 90%以上；第四是只注重短期激勵(lì)，沒有任何長(zhǎng)期激勵(lì)措施，難以留住核心人才 本文在大量論證和數(shù)據(jù)分析的基礎(chǔ)上，提出了 A 銀行的薪酬改革方案，主要包括 改變 A 銀行在市場(chǎng)上的薪酬定位，加大總薪酬中可變薪酬的比重，進(jìn)行人性化的福利 安排，提高員工忠誠(chéng)度，推出具有長(zhǎng)期激勵(lì)作用的薪酬項(xiàng)目等等，從而使 A 銀行的薪 酬體系和薪酬制度在市場(chǎng)上具有競(jìng)爭(zhēng)優(yōu)勢(shì)，在人才競(jìng)爭(zhēng)中獲勝 ，以及保持核心人才的穩(wěn) 定和長(zhǎng)期發(fā)展 關(guān)鍵詞：薪酬管理；彈性福利；核心人才；薪酬診斷 1 華南理工大學(xué)碩士學(xué)位論文 2 ABSTRACT With rapid expansion of foreign banks, they’re eager to hire local fanatical talent. Currently, the most impeding the expansion of foreign banks is not the policy, neither the money, the most troublesome is their shortage of financial professionals. In order to pete effectively, the bank have to attract, retain, motivate and fulfill the human resources which they can get, it can be said that human resources has bee a key point to improve the pany’s core petitiveness. As an important section of HR system, pensation management is the most concerned content for the high management team and all staffs. it is directly related to the effectiveness of HR management, and it will affect the overall performance of the enterprise significantly. Therefore, to get the petitive advantage of human resources, the key point is to improve the remuneration system. This article studies several aspects: Firstly, it describes the research background and elaborates on the relevant literature reviewed, it also introduces the content and method of the study。 secondly, it introduces bank A39。 thirdly, it will identify the problem of the original pensation system through the diagnosis of pensation system。 Finally, to draw conclusions according to the overall study. This paper make a diagnosis for Bank A’ pensation problem with market research and a survey on employee satisfaction, Camp。 secondly, the pensation structure is simple, it’s lack of attractive。 fourthly, it focuses only on shortterm incentives, there is no longterm incentives, it’s difficult to retain key talent. The paper has proposed a pensation reform program for Bank A with a professional pensation designing solution, including changes in bank A’s salary in the market positioning, increase the total proportion of variable pay in pensation, the arrangements for the welfare of humanity, the introduction of longterm incentive pay programs, etc., so that bank A39。 Flexible Benefits。 Salary Diagnoses 3 華南理工大學(xué)碩士學(xué)位論文 4 目 錄 摘 要 .................................................................................................................................1 ABSTRACT ........................................................................................................................ 2 圖表目錄 .............................................................................................................................6 第一章 緒 論 .....................................................................................................................8 選題背景與意義 ........................................................................................................... 8 文獻(xiàn)綜述 ...................................................................................................................... 9 薪酬的涵義 功能 ............................................................................................... 9 薪酬 管理體系的作用 ......................................................................................... 10 薪酬管理體系診斷的原則 ................................................................................. 10 外資薪酬管理體系存在的主要問題 ................................................................. 11 薪酬管理體系改革的對(duì)策 ................................................................................. 12 診斷對(duì)象及研究?jī)?nèi)容 ................................................................................................ 14 診 斷的方法 思路及框架 ........................................................................................ 14 第二章 A 銀行薪酬管理現(xiàn)狀 .........................................................................................17 A 銀行概況 ................................................................................................................. 17 A 銀行的薪酬管理原則 ............................................................................................. 20 A 銀行職位與職級(jí) ..................................................................................................... 21 A 銀行薪酬定位 ......................................................................................................... 21 A 銀行薪酬結(jié)構(gòu)及薪酬文化 ..................................................................................... 22 本章小結(jié) ..............................................