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论文编号：	15789
作者编号：	2320233739
上传时间：	2025/12/10 9:29:52
中文题目：	JS银行T支行营业网点员工薪酬体系问题及优化研究
英文题目：	Research on the Optimization of the Compensation System for Employees in the Outlets of T Sub-branch of JS Bank
指导老师：	李全
中文关键字：	营业网点；薪酬体系；激励机制；国有商业银行
英文关键字：	Bank Branches; Compensation System; Incentive Mechanism; State-owned Commercial Bank
中文摘要：	在金融改革不断深化、银行业竞争持续加剧的背景下，国有商业银行面临着资产收益率下降、净息差持续收窄、运营成本刚性上升等多重挑战。基层营业网点作为客户服务与业务拓展的一线阵地，承载着提质增效、降本增收的重要使命。薪酬体系作为连接员工个人价值与组织发展战略的重要纽带，日益成为提升基层网点活力与效率的关键因素。 本文以JS银行T支行营业网点为研究对象，选取营业网点员工薪酬体系作为研究核心，从研究背景出发，阐明当前行业形势与薪酬管理的现实困境，明确了优化薪酬体系的紧迫性与现实意义。在理论框架方面，引入双因素理论、公平理论、目标设置理论与行为强化理论，为薪酬体系优化提供理论支撑。研究方法上，本文综合采用案例研究法、问卷调查法、访谈法与比较分析法，系统识别出当前薪酬体系在多个维度存在的不足。研究发现，当前体系在激励有效性、公平性、透明度以及非经济性激励方面存在短板，难以有效承接战略目标与员工期待。基于上述问题诊断，本文提出薪酬优化应坚持以政策引领与价值导向相结合为根本原则，以提升激励机制效能和资源配置效率为核心，在支行层面可执行、可操作的前提下，优化方案从以下五个维度展开：一是固定工资优化，细化薪点与年功工资的调节机制，增强薪酬对员工贡献的反映能力。二是浮动工资优化，构建多维度绩效考核模块，提升绩效薪酬的敏感度与导向性。三是福利优化，扩展关怀性与发展性福利内容，强化员工的组织归属感。四是二次分配路径优化，提升考核透明度，增强制度公信力。五是非经济性激励优化，实现物质激励与精神激励双轨驱动。并从组织机制、制度建设、资金管理与文化保障层面提出配套的保障措施，助力优化方案顺利落地。 本文的研究不仅为JS银行T支行在薪酬体系优化实践中提供了现实依据与实施路径，也为国有商业银行基层网点提升激励效能、强化人力资源配置提供了参考思路，具有一定的现实意义与推广价值。
英文摘要：	In the context of financial reform and increasing competition in the banking sector, state-owned commercial banks are increasingly challenged by declining asset yields, narrowing net interest margins, and rising operating costs. As the front line of service delivery and business expansion, grassroots bank outlets play a vital role in achieving cost reduction and performance improvement. Within this context, the compensation system has become a crucial mechanism for linking employees' personal value with the organization’s strategic development. It directly impacts staff motivation, work efficiency, and talent retention, making its optimization a key factor in enhancing branch-level operational vitality. This study examines the compensation system of employees at the business outlets of the T Sub-branch of JS Bank. It begins by analyzing the current industry landscape and the institutional challenges facing compensation management, underscoring the urgency and practical relevance of reform. Drawing on Herzberg’s Two-Factor Theory, Equity Theory, Goal-Setting Theory, and Reinforcement Theory, the study constructs a theoretical foundation to support system design and evaluation. Methodologically, the research combines case analysis, questionnaire surveys, interviews, and comparative approaches to systematically identify key deficiencies in the existing compensation structure. These include limited incentive effectiveness, a lack of fairness and transparency, and insufficient non-monetary rewards. In response, this study proposes an optimization strategy based on the principles of policy alignment and value orientation, aimed at enhancing both incentive performance and resource efficiency. The strategy includes reforms to fixed salary structures that better reflect employee contribution through refined tenure and salary point adjustments; more dynamic and multidimensional variable pay systems; an expanded welfare framework that incorporates both employee care and development benefits; improved transparency and fairness in secondary distribution mechanisms; and enriched non-monetary incentives that balance material compensation with psychological recognition. To support implementation, the study further recommends institutional safeguards in organizational structure, policy design, budget control, and cultural reinforcement. The research offers a practical road for JS Bank’s T Sub-branch in its efforts to reform its employee compensation system, while also providing valuable insights for other state-owned commercial banks seeking to enhance human resource management and employee motivation at the grassroots level. The study holds both theoretical significance and potential for broader application in the banking industry.
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