Research On Compensation Management Optimization Of China Postal Savings Bank Jiangxi Branch

Nowadays,domestic commercial banks are developing rapidly.There are not only 56 well-known large commercial banks,but also more than ten medium-sized commercial banks with colorful operation and hundreds of small commercial banks.In addition,the joining of foreign banks and foreign holding banks also makes the competition between commercial banks more intense.In such fierce market competition,human resources,as a resource with vigor and great growth potential,have been paid more and more attention by major financial institutions,and the corresponding human resources management has become the top priority in the management of major banks.In human resource management,salary management,which can attract talents and stimulate employees' internal potential,not only plays an indispensable role,but also plays an irreplaceable role.In recent years,more and more foreign banks have begun to enter our country.Because foreign banks have more advanced salary management system,higher than the average salary standard of the industry and perfect welfare system,they have gradually become the choice of more and more talents of domestic commercial banks.A large number of financial talents flow out of domestic commercial banks,which has brought a heavy blow to many domestic commercial banks.At present,there are some problems in the salary management of many banks in our country,which can not provide enough incentives for employees and lead to serious staff turnover.Therefore,China's commercial banks urgently need to optimize and improve salary management in order to reduce brain drain.At present,some related research on the compensation management of commercial banks is still on the paper,mainly based on theoretical analysis,while the relevant case studies are relatively few.Not only that,many studies on the compensation management of commercial banks are too general and similar,and they do not design the compensation management plan according to the characteristics of each bank.This study is a supplement to the existing research.In this paper,case analysis and questionnaire survey are used to carry out the research.The specific case of Jiangxi Branch of China Postal Savings Bank is taken as an example,and the questionnaire is compiled on the basis of Porter-Lawler comprehensive incentive theory.The survey subjects are 135 employees exceptpresident and vice president.Combining the questionnaire data to analyze the current situation of compensation management in the case bank and the existing problems,we find the following four problems: low fixed salary level,unscientific performance appraisal method,insufficient salary competitiveness,and insufficient non-monetary incentives.In view of these problems,the author,on the basis of drawing lessons from the experience of remuneration management of excellent banks at home and abroad,puts forward the optimization strategies of remuneration management of Jiangxi Branch of China Postal Savings Bank: improving the level of fixed remuneration;improving the performance appraisal method;enhancing the external competitiveness of remuneration;and improving non-monetary incentives.These suggestions and measures have certain theoretical value for the bank's salary management.