The Study On Salary Incentives Of Company Client Manager In Quanzhou Branch Of Industrial Bank

Salary incentive is an important component of incentive mechanism and also one of the important parts of governance structure of commercial banks. With the client manager system in the domestic commercial banks to gradually establish,a very important role has been reflected by client manager group in the development process of commercial banks. And so, how to manage this group,what kind of mechanism to motivate them,whether or not this incentive is valid,could the incentive promote client manager to work hard in the direction of interests consistent with the banks,at the same time,prevent them from doing some things contrary to the interests of banks,all of these have been the problems which need to be studied seriously.This paper begins by describing some of the current mainstream theories about client manager salary incentives , including management theory of motivation, economics theory of motivation. Next,through summarizing some client manager's salary incentive institutions of domestic and foreign commercial banks,and,making for a comparative analysis of Quanzhou branch of Industrial bank which is this paper's main body,we sought a preliminary theoretical analysis of the deficiencies of client manager salary incentive institutions now exist in Quanzhou branch of Industrial bank. On this basis,finally,the paper put forward a few relevant proposals. According to the article,the problems currently exist in salary incentives about Quanzhou branch of Industrial bank's group client manager mainly include the following aspects:risk measurement and consideration in the allocation of client manager salary is not scientific,the rating of client manager is not standardized,account manager performance appraisal system is not comprehensive enough,account manager salary structure is not reasonable,etc.To solve these problems , the article finally put forward relevant recommendations from three aspects of incentive system, incentive mechanism and specific measures. The improvements of incentive system include: reconstructing the comprehensive compensation management system, establishing a scientific and standardized system of performance appraisal. The improvements of incentive mechanism include: import the whole process of cost management in order to establish market-oriented incentive pay, adjust incentive structure of account manager. The intents of specific measures include: establishment of a standardized client manager career planning, implementation of capital return based on risk-adjusted and deferred payment plan, implementation of profit-sharing plans and employee stock ownership plan.