本文選題：A證券公司 + 泉州營(yíng)業(yè)部��； 參考：《華僑大學(xué)》2014年碩士論文

【摘要】：隨著我國(guó)市場(chǎng)經(jīng)濟(jì)體制的全面變革，市場(chǎng)體系日益健全，國(guó)內(nèi)證券投資市場(chǎng)也逐步地發(fā)展壯大。證券公司是處于中國(guó)證券市場(chǎng)中具有核心地位的金融服務(wù)中介機(jī)構(gòu)，充斥著對(duì)各種不同類(lèi)型優(yōu)質(zhì)人才的爭(zhēng)奪。在市場(chǎng)競(jìng)爭(zhēng)日益激烈的環(huán)境下，為了進(jìn)一步完善證券一線團(tuán)隊(duì)，各大證券公司就有必要研究針對(duì)證券市場(chǎng)一線員工的激勵(lì)策略。當(dāng)前，如何對(duì)這些一線員工進(jìn)行有效的管理和激勵(lì)，以促進(jìn)公司發(fā)展，使公司獲得持續(xù)的競(jìng)爭(zhēng)力優(yōu)勢(shì)已經(jīng)成為多數(shù)證券公司亟需解決的一個(gè)重大課題。 證券公司需要的人才必須具備極強(qiáng)的專業(yè)性，并且還具有以下的特質(zhì)，例如：知識(shí)更新速度快、人員高流動(dòng)性、低齡化、協(xié)作性強(qiáng)等。然而，目前證券公司員工特別是從事一線工作的員工流動(dòng)過(guò)于頻繁，專業(yè)水平參差不齊，證券公司對(duì)一線員工激勵(lì)過(guò)程中普遍存在著薪酬體系不合理，考核體系不完善，缺乏科學(xué)合理的培訓(xùn)制度，激勵(lì)方式單一等問(wèn)題。這些問(wèn)題成為證券公司日常運(yùn)作、發(fā)展的重大障礙。因此，仔細(xì)分析這些問(wèn)題及原因，提出解決對(duì)策，直接影響到證券公司的的發(fā)展。 A證券公司是國(guó)內(nèi)一家知名的綜合類(lèi)證券公司，網(wǎng)點(diǎn)基本輻射全國(guó)各地，在泉州市擁有5個(gè)營(yíng)業(yè)網(wǎng)點(diǎn)，公司管理規(guī)范，有一整套完整的人才管理體制，對(duì)職工的職業(yè)生涯發(fā)展也較為重視，積極采取各種方式調(diào)動(dòng)他們的工作積極性，挖掘他們的工作能力。整體上看A證券公司的激勵(lì)策略已經(jīng)具備了初步的系統(tǒng)性。但是細(xì)究起來(lái)，它依然存在著許多不夠合理、不夠周密之處，出現(xiàn)這些問(wèn)題的原因，，除了有員工自身的問(wèn)題、公司管理的局限之外，還有大環(huán)境、地域等原因，主客觀、內(nèi)外因等因素共同作用產(chǎn)生了公司激勵(lì)策略現(xiàn)狀。 本文運(yùn)用相關(guān)的人力資源激勵(lì)理論，結(jié)合A證券公司泉州營(yíng)業(yè)部進(jìn)行個(gè)案研究，分析其一線員工的基本情況，包括年齡、學(xué)歷、職稱，薪酬體系，對(duì)工作的滿意度，目前采取的激勵(lì)手段及員工為公司所創(chuàng)造的價(jià)值，指出現(xiàn)有的激勵(lì)策略暴露了眾多問(wèn)題：薪酬體系不合理，考核體系欠科學(xué)，激勵(lì)方式單一，重顯性激勵(lì)、輕隱性激勵(lì)，一線員工流動(dòng)性強(qiáng)，流失嚴(yán)重等。并且，通過(guò)闡述導(dǎo)致出現(xiàn)這些問(wèn)題的主要原因，借鑒同行成功經(jīng)驗(yàn)，提出完善A證券公司泉州營(yíng)業(yè)部一線員工激勵(lì)策略的合理化建議：根據(jù)實(shí)際需要，科學(xué)引進(jìn)人才；強(qiáng)化一線職工對(duì)公司的忠誠(chéng)度；創(chuàng)建合理的薪酬制度，設(shè)立規(guī)范、科學(xué)的績(jī)效考核體系；建立合理的員工培訓(xùn)體制；充分挖掘隱性激勵(lì)手段，全方位激發(fā)員工工激情。
[Abstract]:With the overall reform of the market economy system, the market system is becoming more and more perfect, and the domestic securities investment market is gradually developing and expanding. The securities company is the financial service intermediary organization which has the core position in the Chinese securities market, is full of various kinds of high-quality talented person's competition. Under the increasingly fierce market competition, in order to further improve the securities first-line team, it is necessary for the major securities companies to study the incentive strategy for the first-line employees in the securities market. At present, how to effectively manage and motivate these front-line employees in order to promote the development of the company and make the company obtain the sustainable competitive advantage has become an important issue that most securities companies urgently need to solve. The talents needed by securities companies must be highly professional, and also have the following characteristics, such as fast knowledge updating, high mobility of personnel, low age, strong collaboration, and so on. However, at present, the employees of securities companies, especially those engaged in front-line work, are moving too frequently, and their professional level is uneven. In the process of encouraging front-line employees, the securities companies generally have unreasonable salary system and imperfect appraisal system. Lack of scientific and reasonable training system, single incentive methods and other issues. These problems become a major obstacle to the daily operation and development of securities companies. Therefore, these problems and reasons are carefully analyzed, and solutions are put forward, which directly affect the development of securities companies. A Securities Company is a well-known comprehensive securities company in China. The network basically radiates all parts of the country. It has five business outlets in Quanzhou City, the company has standardized management, and has a complete talent management system. It also pays more attention to the career development of the workers, and actively adopts various ways to arouse their working enthusiasm and excavate their working ability. On the whole, A Securities Company's incentive strategy has a preliminary systemic. However, on closer examination, there are still many reasons for these problems that are not reasonable and thorough. In addition to the problems of the employees themselves, the limitations of the management of the company, as well as the general environment, geographical areas, and so on, the reasons for these problems are subjective and objective. Internal and external factors and other factors together produce the status quo of corporate incentive strategy. Based on the relevant human resource incentive theory and the Quanzhou Business Department of A Securities Company, this paper analyzes the basic situation of its front-line employees, including age, education, professional title, salary system, job satisfaction, and so on. The incentive measures adopted at present and the value created by employees for the company point out that the existing incentive strategies have exposed many problems: unreasonable salary system, unscientific assessment system, single incentive mode, emphasis on explicit incentive, and less recessive incentive. The first line staff mobility is strong, the loss is serious and so on. Moreover, by expounding the main causes of these problems and drawing on the successful experience of the peers, the paper puts forward some reasonable suggestions to perfect the incentive strategy for the first-line staff of Quanzhou Business Department of A Securities Company: introducing talents scientifically according to the actual needs; To strengthen the loyalty of front-line workers to the company; to create a reasonable compensation system, establish a standardized, scientific performance appraisal system; to establish a reasonable staff training system; to fully tap the hidden incentives to stimulate staff passion in all directions.
【學(xué)位授予單位】：華僑大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：F272.92;F832.39

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