| December 11, 2006, China honored its commitments for entry into the WTO, opened the financial markets to the overseas market. The foreign banks have set up a corporate banking in China, achieved a comprehensive localization. China banks have further deepen national level. After it opened up, competition between Chinese Commercial Bank and foreign banks is not only for customer, but also for the talent. Even we can say that competition among banks, in the final analysis is the talent competition. Having high-quality personnel who are ambitious and good at business is the necessary conditions to gain the initiative. Without high-quality personnel, commercial banks couldn't be of survival and development in the intense competitive environment. After entering into China's financial market, the fastest also the most efficient method for foreign banks that aim to adapt to Chinese financial environment is using high salaries to stole who has been admitted after training, has extensive practical experience of high-quality personnel from the Chinese banks. In recent years the lost of think-tank of Chinese commercial banks is an indisputable fact. Facing such a competitive environment, commercial banks become focusing on how to attract and retain qualified personnel.One of the key links to solve the problem is that Chinese banks must establish a competitive salary system that can fully mobilize the enthusiasm of the staff, improve the performance level of the whole company. Salary system is an important part of commercial bank's incentive mechanism. With the process of financial globalization, not only attract and retain qualified employees in human resources competitive environment, but reasonable salary system can effectively stimulate staff enthusiasm, initiative, and staff to spare no effort to strive for the target of bank. It is a great advantage for Chinese banks in the international competition. Therefore, For Chinese commercial banks, how to maximize the motivation of the staff and administrator, establish a scientific, rational, efficient salary incentive mechanism has very important practical significance. More than 20 years since the reform and opening up, China state-owned commercial bank's salary system has a number of reforms, but has not fundamentally resolve the divorce between salary and contributions, low salary input-output efficiency, unmerciful performance assessment and so on. The emerging small and medium-sized joint-stock banks although there is not a heavy historical burden as state-owned commercial banks, but there are also similar situations. In order to strive for life in crevice in the intense competitive environment, radical salary system is adopted but there is a new problem. Excessive performance-related staff salaries make tremendous work pressure on staff. Short-term goals, low loyalty is very negative to retain talent and attract talent.Based on this knowledge, the paper starts with the general theory of the payment of enterprises, talks about the history, reality, issues of China commercial bank and introduces advanced theory and methods from the domestic and foreign commercial banks. By comparing and analyzing the management practice of domestic and foreign commercial bank's payment, we can get referential experience by contrast and then conclude the China commercial banking system's goals and principles of innovation. Using the salary system of the Z Bank (Branch) as main concern, the paper analyses the existing problems and shortcomings, and then proposes solutions to the general concept of the problem. Providing the background for the reform of the bank at the same time the paper also provides reference for other commercial bank's salary system Reform and Improvement. |
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