Research On Salary Incentive Mechanism Based On Rural Commercial Banks-Taking Qinnong Bank Beilin Branch Bank As An Example

In the current socio-economic background and banking industry background,in order to better adapt to the competitive environment and improve their competitiveness,rural commercial banks need a people-oriented reform and incentive mechanism to attract outstanding talents,mobilize employee enthusiasm,and stimulate employee potential.Based on the related economic and industry background,this paper has studied the relevant literature of domestic and foreign commercial banks' salary incentive systems,and found that the domestic and foreign research literature has studied this issue from different angles.And try to start from the basic theories of salary incentives,such as Maslow's demand theory and Herzberg's two-factor theory,to make in-depth research on specific rural commercial bank salary incentives.As the research object selected by this article is Qinnong Bank Beilin Sub-branch,in the third part of the article,the basic situation of the bank,the current status of performance evaluation and the current incentive mechanism are analyzed.In the fourth part of the article,the questionnaire survey method and empirical research of quantitative thinking are used to deeply analyze the existing incentive mechanism of Qinnong Bank Beilin Sub-branch.From the questionnaire,we can find the overall situation of employees 'incentive needs,as well as the needs of employees of different ages,different positions,and different educational backgrounds.Qinnong Bank Beilin Sub-branch employees' satisfaction with the salary incentive mechanism is also analyzed.Empirical research analyzes the influence degree and significance level of each factor,and then finds the key factors that affect the salary incentive mechanism.Finally,based on the research conclusions,the existing ideas and solutions for solving the problems are proposed.The conclusions of this article include the conclusions of the questionnaire and the conclusions of the empirical research on the questionnaire.From the results of the questionnaire and the actual salary distribution of Beilin Sub-branch of Qinnong Bank,it can be found that there is a large difference between the income corresponding to the high-wage coefficient and the income corresponding to the low-wage coefficient of the Qinnong Bank Beilin Sub-branch in 17 and 18 years.However,the level of wage coefficient is closely related to the level of employee positions.For grass-roots tellers,agency employees,customer managers,etc.,because of the grading problem,they can only get lower wage coefficients,and the wage coefficient lacks flexibility,and the level of president,Middle-level banks and department heads can get high wage coefficients,and the coefficients have some flexibility.Under the current distribution system,high-level employees will be full of enthusiasm for work,but the number of high-level employees is small and the representation is not strong.From the results of empirical research,it can be seen that bank employees' satisfaction with performance,incentives,and the level of physiological and safety needs will greatly affect their evaluation of the entire compensation system,indicating that during the construction and improvement of the entire system These factors should be focused on.Therefore,according to the research findings,it is found that the salary incentive system of Qinnong Bank Beilin Sub-branch can only provide incentives for a few people.As the mainstay and middle-level employees of the company,the number of employees in the company accounts for the highest proportion,and it can best reflect the working status and mental outlook of the entire company.For middle-level and grass-roots employees,the above will only show a large increase because the salary coefficient is too low.Therefore,middle-level and grass-roots employees cannot enjoy this change,so the income gap with top-level staff is here.Under this unreasonable distribution system,most employees will lack the motivation to work because they know that the gap in wage coefficients may not be overcome in the short term,and the overall incentives of the wage system have problems.The main reasons for these problems are the unreasonable salary distribution system,the immature performance management system,problems with incentives,systems,and behaviors,and the old salary incentive mechanism.