Research And Countermeasure Of The Account Manager S’ Performance Salary Management Issues Of MT Bank’s Chengdu Branch

Salary management and performance appraisal are the key process of the human resource management for modern enterprises. And performance salary is the effective wayapplying the result of performance appraisal into the salary management practice. For the commercial bank, performance salary is the main income resource of the account managers. It is also the key point relating to whether the working enthusiasm and conscious activity of the group of account manager could be effectively stimulated.So the human resource management department and the different degree of managers should pay high attention to and make a serious study on the vital project of salary management.Find the way to solve the problem that has confused the administrators of the bank for many years, and optimize the human resource management and lay the basis for the steady development for the commercial bank.By using the professional theory of the human resource management and the empirical work of the salary and performance administration in this paper,we gave an objective analysis on the basic condition of the MT bank’s human resource management and the present condition of the salary management of the account managers. Meantime, we do a further study ofthe relating problems,such as the remark index for the performance of the account managers, the administration mechanism of the performance salary and the relationship of the right and responsibility of the line managers in the performance management work. The analysis points out that the performance remark index exists the following problems: unmatched with the development plan of the firms, the index do not take both of the quantity and the quality into account, the loss of the dynamic and differential administration. There exist the loss of the pre-communication mechanism and the post evaluation mechanism in the setting of the performance goal.There exist the equalitarianism of fixed performance in the structure of the performance salary,meanwhile the performance award mainly focus on the quantity of the deposit.And the approach of distributing the performance award does not balance well the team performance with the personal contribution. The right that the line managers have does not compare to the responsibility they have taken.we proposed the practicable solution for the above problems. First, we should apply the classifying administration of the account managers according to the grading and setting, the outcome of grading and setting should be relate to the fixed performance of account managers. Second, we should explorer the award distribution system combing the personal award with the team award. Primary allocation should balance the relationship of the personal award and the team award,the secondary allocation should stick to the principle of the internal consistency in the salary. Third, we should reestablish the remark index system which is designed on the basis of KPI for the team performance. The bank should pay a high attention to the leading function of the strategy index and decrease the weight of the performance index for the deposit. And the bank should also introduce the index for internal administration and team construction. The Forth point is to perfect the personal performance remark index system combining KPI with KBI,we should not ignore checking the conduct of the staff when focusing on the evaluating the outcome of the staff. Moreover, considering the real condition, we give some empirical suggestion to ensure the effective implement of the performance-improving program. That is establishing the bottom-up effect remark system, make the reasonable cycle for the performance evaluation and the distribution of the performance salary, perfect the mechanism to supervise and track the performance process of the account managers and complement and improvement the daily working regulations of the account managers.