对中国工商银行工资制度改革控制成本的思

目       录

摘要··························································2

关键字························································2

一、引言······················································2

二、深化工资分配制度改革，充分发挥工资的激励保障作用··········3-6 

2.1完善总量分配机制，提高工效挂钩效能·························3

2.2转变员工增资机制,推广绩效工资制度··························4

2.3构建公司化职级体系，推行岗位绩效工资制·····················4

2.4分类实施薪酬制度改革，推进差异化薪酬体系建设···············5

2.5加强工资分配监督，提高工资管理水平·························5

2.6建立工资调控机制，协调员工收入差距·························6

三、劳动工资制度改革取得了初步成效，有效地保证和促进了全行的经营

管理和业务发展·················································6-7

结论与建议·····················································7-8

相关文献·······················································9

对中国工商银行工资制度改革控制成本的思考

摘 要:工商银行存在员工工作积极性不高、优秀人才流失和综合竞争力普遍偏低的现象。究其原因：工商银行缺乏合理的薪酬体系,员工行内待遇相对较低,薪酬激励不足。这不仅影响到员工工作的积极性、主动性和员工队伍的稳定性,还严重影响工商银行的效益和可持续发展能力。运用薪酬激励的相关理论对工商银行某分行薪酬激励机制的现状进行剖析,指出工商银行某分行薪酬体系存在的一系列问题:薪酬水平市场竞争力弱、内部公平性问题突出、薪酬激励作用弱、薪酬项目单一等缺陷。在此基础上,提出构建工商银行某分行多元化的薪酬体系,建立完善的岗位制度。以此来达到对企业成本的控制。

关键词：薪酬激励，薪酬体系，多元化，岗位制度，企业成本