Research On The Salary Management Scheme For Middle Managers Of Baiyuan Rural Commercial Bank

Since the digital technology revolution,fintech has brought disruptive effects to banks,and traditional banking services have accelerated their decline.In order to consolidate the market's competitive position and maintain its advantages in rural financial services,rural financial institutions have accelerated the pace of upgrading and transformation.However,many rural financial institutions encountered difficulties in the lack of forward-looking and professional management talents on the way to reform and development.When introducing and cultivating excellent managers to promote the transformation and upgrading of banks,it became clear that a more serious problem is that backward salary management is completely incompatible with talent development.Large joint-stock commercial banks began to use "profit-centric" fine pay management more than a decade ago,and they have formed a relatively mature pay management system.The construction speed of the salary management system in rural financial institutions in China has different parameters,and most of them are still in the "scale-centric" manual accounting stage.Baiyuan Rural Commercial Bank is one of the domestic rural financial institutions that mainly conduct manual salary calculation.Under the increasingly fierce market competition,the extensive salary management system has seriously hindered Baiyuan Rural Commercial Bank from attracting and retaining excellent Management talents are also not conducive to mobilizing the enthusiasm of management personnel.The issue of compensation has even become one of the root causes of Baiyuan Rural Commercial Bank's stagnation on the road to deepening reform.Based on the background of Baiyuan Rural Commercial Bank in this industry with internal and external problems,from the perspective of salary incentives,this paper studies the current situation of the middle managers of Baiyuan Rural Commercial Bank.Through the literature reading method,questionnaire survey method and interview method to analyze the salary of middle managers in depth,try to find out the reason why Baiyuan Rural Commercial Bank's current compensation plan for middle managers does not match the reform and development of the bank.According to the strategic goals of Baiyuan Rural Commercial Bank,three principles should be followed for the design of the compensation plan for middle managers.In order to ensure the scientificity,objectivity and adaptability of the design of the compensation structure and salary level of middle managers,the design plan should be fully prepared.Preparations for internal and external investigations and analysis.Applying the theoretical knowledge of Maslow's hierarchy of needs,the theory of distribution according to work,and the theory of incentive health,etc.,to design a basic salary plan for Baiyuan Rural Commercial Bank that can reflect the value of different positions at the same level,and improve the performance of middle managers' creativity and execution Remuneration plan and welfare remuneration plan to promote the enthusiasm of managers.At the same time,this article puts forward corresponding supporting measures at the end to support and guarantee the effective implementation of the salary management program.The salary management scheme designed in this paper has a direct help in mobilizing the enthusiasm of middle managers of Baiyuan Rural Commercial Bank,making Baiyuan Rural Commercial Bank's salary management more competitive,which is conducive to the bank's internal training and the introduction of excellent management talents from the outside.The plan focuses on performance compensation,supplemented by basic compensation and welfare compensation to encourage middle managers to actively invest in business activities,consciously improve work efficiency,strengthen the construction of Baiyuan Rural Commercial Bank's middle management team,and even upgrade Baiyuan Rural Commercial Bank The comprehensive competitive strength has a certain effect.At the same time,there are thousands of rural financial institutions in China.The design of the salary management scheme in this article uses Baiyuan Rural Commercial Bank as a sample,which can provide useful salary management assistance to rural financial institutions of similar scale or similar development history.