MBA教育中心知识库

人是生产力中最活跃的因素。国家的繁荣昌盛、企业的稳步发展归根到底是由人推动的。当前我国以国内大循环为主体、国际国内双循环相互促进的新发展格局目标的实现，需要充分调动人的主观能动性来进行产业升级、技术升级。如何发挥人的潜能、调动人的积极性，良好的激励制度是重要的手段之一。

本文以GS银行A分行员工为研究对象，在梳理国内外有关员工激励文献资料的基础上，探讨其激励制度的优化。本文首先运用调查问卷及实地走访座谈等调研的方法，从薪酬、培训、绩效、晋升、福利五个方面调查GS银行A分行员工对现行激励制度的满意度。其次，在对调查问卷及访谈记录进行整理的基础上，分析得出：员工对薪酬激励制度满意度低的主要原因是：岗位设置不合理、薪酬系数设置不透明；员工对绩效激励制度满意度低的主要原因是：绩效考核方式落后、绩效考核结果差；员工对培训激励制度满意度低的主要原因是：培训方式单一、培训效果不佳、在职教育通道不顺畅；员工对晋升激励制度满意度低的主要原因是：员工职业生涯规划不清晰、轮岗制度执行难；员工对福利激励制度满意度低的主要原因是：作息时间死板、休假制度缺乏弹性、团队建设活动匮乏。第三，本文结合需求层次理论、双因素理论、公平理论等针对上述问题给出了具体的解决措施。最后，文章结合GS银行A分行的实际情况，给出了优化措施有效执行的制度保障和组织保障。

希望本文的研究能够帮助GS银行A分行优化激励制度，提高员工满意度，从而提高员工工作效率，推动A分行业绩更好发展。同时为其他企业员工激励制度的改进提供借鉴。

Man is the most active factor in productive forces. The prosperity of the country and the steady development of enterprises are driven by people in the final analysis. In order to achieve the goal of the new development pattern in which the domestic cycle is the main body and both international and domestic cycles promote each other, it is necessary to fully mobilize people's subjective initiative to carry out industrial and technological upgrading. A good incentive system is one of the important means to develop people's potential and arouse people's enthusiasm.

This paper takes the employees of GS Bank A Branch as the research object, and discusses the optimization of its incentive system on the basis of reviewing the domestic and foreign literature on employee incentive. Firstly, this paper investigates the employees' satisfaction with the current incentive system in GS Bank Branch A from five aspects, including salary, training, performance, promotion and welfare, by means of questionnaires and field visits and discussions. Secondly, on the basis of sorting out the questionnaire and interview records, the following conclusions are drawn: the main reasons for low employee satisfaction with the salary incentive system are: unreasonable post setting and opaque salary coefficient setting; The main reasons for employees' low satisfaction with the performance incentive system are as follows: the backward performance appraisal method and poor performance appraisal results; The main reasons for employees' low satisfaction with the training incentive system are as follows: single training method, poor training effect and unsmooth in-service education channel; The low satisfaction of employees to promotion incentive system is mainly as follows: unclear career planning, difficult implementation of job rotation system; The main reasons for employees' low satisfaction with the welfare incentive system are as follows: rigid schedule, inflexible vacation system and lack of team-building activities. Thirdly, this paper combines the hierarchy of needs theory, two-factor theory, equity theory and so on to give specific solutions to the above problems. Finally, based on the actual situation of GS Bank A Branch, the paper provides the institutional and organizational guarantee for the effective implementation of the optimization measures.

It is hoped that the research of this paper can help GS Bank A Branch to optimize the incentive system and improve employee satisfaction, so as to improve the work efficiency of employees and promote the better performance of A Branch. At the same time, it provides reference for the improvement of employee incentive system in other enterprises.