Essays on bank management

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On the Incentive Mechanism in the Management of Commercial Banks

Adopt an effective incentive mechanism to enhance employees' awareness of market competition, establish a good corporate image, ensure the sustainable development of business, and promote the remarkable improvement of operating efficiency. However, the global economic form is constantly changing, the market environment is complex, and the competition between domestic and foreign peers is becoming increasingly fierce. China commercial banks need to build a comprehensive, effective and feasible incentive mechanism to enhance the comprehensive ability of enterprises if they want to maintain their competitive advantage and obtain the corresponding development position.

First, the role of incentive mechanism in the management of commercial banks

(A) improve the quality of service

Excellent employees can provide high-quality and efficient services to customers. The personal quality of managers plays a decisive role in the Excellence of employees, and the execution of front-line employees represents the development advantages of commercial banks. Building an effective incentive mechanism is conducive to stimulating the enthusiasm of employees, integrating high-level work performance into services, and serving customers with high-level service skills. Staff need to gradually pass on the service concept to customers, gain customers' praise and trust with high-quality service, and get higher income with low investment.

(B) improve operational efficiency

The construction of incentive mechanism directly links the operating benefits of commercial banks with the economic benefits of employees, enhances the working motivation of employees with work pressure, and effectively mobilizes their enthusiasm. In the daily work of commercial banks, staff mainly apply business skills, which need long-term application and accumulation. The construction of incentive mechanism can strengthen employees' attention to business skills, increase the investment benefit of enterprise human capital, completely change the operation and benefit growth mode of commercial banks, and thus significantly improve the operating efficiency of commercial banks.

(C) to create a good internal atmosphere

The implementation of incentive mechanism is to achieve enterprise goals and self-improvement. Commercial banks use a variety of resources and methods to effectively stimulate the enthusiasm of employees, which is conducive to the realization of the overall goal. From the hierarchy of needs theory, we can know that physiological and safety needs are the most basic needs of people. In addition, people have higher needs, such as respect, value realization, emotional closeness and so on. The construction of incentive mechanism can meet the different needs of employees, make them invest in the development process of commercial banks in the best state, create a good internal environment for employees, and make every employee have corresponding promotion opportunities, thus effectively promoting the self-improvement of employees.

Second, the incentive problems in the management of commercial banks

(A) Salary management issues

With the rapid development of market economy, the salary of staff in commercial banks has basically been in line with the market, and the income of staff in commercial banks is considerable after the salary increase. However, in the process of implementing material incentives, there is a lack of corresponding means to make effective choices, and salary increase has become the only choice to implement material incentives. The income of staff in commercial banks in different regions is quite different, but there is little difference between different levels, different departments and different positions of commercial banks in the same region. Therefore, the current wage system can not effectively reflect the real talent and performance of employees, and the incentive mechanism is difficult to reflect in the salary, which can not obviously motivate high-skilled employees and stimulate their enthusiasm.

(B) unreasonable assessment indicators

With the increasingly fierce competition in the market, in order to enhance their competitiveness, commercial banks used to pay too much attention to the amount of deposits, and built a corresponding assessment and incentive mechanism, taking deposits as the main index of assessment, and at the same time they needed to be decomposed layer by layer. In the process of dividing and distributing the assessment tasks of commercial banks, they should be uniformly distributed according to the corresponding indicators, fully embodying the principle of fairness and justice. However, due to the great differences among commercial banks in work, economy, geographical environment, business development and their own potential, and the great differences in stock structure, the index task is subjective and limited, showing obvious irrationality. Sometimes, commercial banks will adjust the assessment indicators according to the priorities of different stages of work, and strengthen rewards and punishments in the assessment to make key indicators more prominent. However, due to the discontinuity of assessment indicators, some branches suffered losses, which seriously affected the enthusiasm of employees. At the same time, some branch leaders think that assessment is the focus of work, ignoring the significance of development, and the concept of self-innovation is becoming more and more vague, which obviously reduces the management and operation efficiency of banks.

(C) lagging performance pay assessment

According to the corresponding regulations, commercial banks need to build a compensation mechanism to cultivate talents, effectively control risks, implement strategic objectives and enhance comprehensive strength, effectively combine the sustainable development, competitiveness and compensation incentives of commercial banks, adapt risk costs and work performance to the compensation situation, and coordinate short-term and long-term incentives, which requires the compensation mechanism to be sustainable and forward-looking. However, in the actual implementation process, some banks pay attention to the effective formulation of performance appraisal system, and modify and improve it at any time, but do not pay attention to its essence, which leads to the short-sighted problem in management can not be effectively solved and the foresight lags behind. The reason for this situation is that when the indicators are issued, the market forecast is not forward-looking and the performance appraisal lags behind. Because performance appraisal is mainly based on performance appraisal, and financial indicators can effectively reflect performance appraisal, that is to say, the system level of financial indicators can directly affect the performance appraisal objectives, but due to the lag of financial indicators, there is no way to effectively guide and reflect future performance.

Thirdly, the sound strategy of incentive mechanism in commercial bank management.

(A) scientific distribution of wages and benefits

Salary distribution is the main way in the incentive mechanism of commercial banks. Salary distribution needs to highlight job factors and clarify skills and job requirements. The salary standard needs to be closely linked with the contribution of employees and the benefits of enterprises, so as to make the salary based on the post, set the salary based on the post, and open the distribution grade, and no longer use the continuous average distribution method. When is the salary? Job changes will stimulate the enthusiasm of bank staff and strive for high-paying opportunities. At the same time, enhance the sense of crisis of employees, urge employees to keep learning, enhance their comprehensive strength, and better face various challenges. At the same time, a more perfect welfare system should be established to effectively solve the problems of employees' pension, unemployment and medical care. In addition, we can also (continue) (continue) formulate corresponding special systems, such as helping staff solve problems such as family work and children's schooling. For employees who have made great contributions and good performance, they can be rewarded with housing and high bonuses to properly reflect the relationship between rights, obligations, efforts and gains. (B) improve the employee assessment mechanism

In the employee assessment mechanism of commercial banks, both administrative and business assessment should be implemented. Use star rating method to assess business personnel; Apply administrative and business two-way assessment methods to assess non-business personnel. Star rating is an internal management regulation that divides administrative staff into five stars from low to high on the basis of grading, and comprehensively evaluates post functions, working conditions and employee evaluation. , and is closely related to job changes, annual assessment, income distribution, etc. The implementation of evaluation methods can clarify individual contributions and reflect employees' personal accomplishment and team spirit. Every year, individuals need to be rated according to the same standards and contents, and the stars should be rated according to the points. In the process of star rating, if the individual content is not up to standard and the total score has reached the corresponding star standard, the star rating can be defined.

(C) pay attention to the stability of the post wage system

Post salary is the basis of salary system, which has a great relationship with employees' personal interests and can effectively stimulate employees' enthusiasm and enhance team strength. Therefore, the salary base must be effectively measured by local comprehensive factors, and it cannot be generalized. At the same time, we should also link the performance of job responsibilities with wages.

(D) to stimulate employees' self-demand

For employees of commercial banks, everyone wants to highlight their value in their work. Therefore, in bank management, we should give every employee enough space to show themselves and dare to let them do it. In this way, employees will be influenced by my self-motivation and strive to make achievements. When employees are recognized by the bank, they can be promoted to their desired positions and get rewards, which can motivate other employees to be self-motivated. At the same time, it is necessary to provide employees with opportunities for further study in banking management. The potential of employees enables each employee to grow rapidly and create greater value for the development of banks. In view of this, the demand for self-realization is everyone's highest demand. If it can be satisfied in time, it can fully stimulate the enthusiasm of employees and affirm their affirmation of the bank.

Four. conclusion

Incentive mechanism plays a very important role in the benign development of commercial banks. In the face of increasingly fierce international competition, the incentive mechanism can effectively stimulate the enthusiasm of employees and enhance their team spirit. Therefore, how to construct an incentive mechanism suitable for the development of commercial banks is particularly critical. Therefore, commercial banks need to study the basic incentive problems, so as to build an incentive mechanism that can promote the good development of commercial banks.

Analysis of China's interest rate marketization and commercial bank management

? 2065438+In June 2002, the People's Bank of China lowered the deposit and loan interest rate of RMB and began to allow the deposit interest rate to rise. This adjustment marks the comprehensive development of China's interest rate marketization reform. The marketization of 20 13 interest rate has further developed. The development of interest rate marketization has had an important impact on the financial system reform in China, including the management of commercial banks. The impact of interest rate marketization on the development of commercial banks is dialectical. On the one hand, it can achieve the stability of dynamic economy, promote the development of China's financial industry, enrich the competition mode of commercial banks and promote the transformation and development of commercial banks. On the other hand, it also has a great impact on the profitability, business model, capital pricing and risk prevention of commercial banks. How to deal with these impacts brought by interest rate marketization has become a problem that commercial banks need to think about in their development.

First, the connotation of interest rate marketization and the reform process

1. The connotation of interest rate marketization

The marketization of interest rate means that government departments or central banks reduce the control of interest rate and turn to socialist market economy to freely adjust interest rate. The interest rate under the adjustment of socialist market economy includes interest rate transmission, interest rate determination, interest rate structure and interest rate management. The adjustment of interest rate by socialist market economy is essentially to hand over the decision-making power of interest rate to financial institutions. Finally, a market interest rate system and a market interest rate mechanism based on the benchmark interest rate of the central bank, with the money market interest rate as the development intermediary and affected by the relationship between market supply and demand will be formed.

2. Interest rate marketization reform process

The interest rate marketization reform was first determined in 1993, and the basic idea of interest rate marketization reform was formed in 1995. After three stages of adjustment (1996, 1998, 2000), the interest rate marketization reform was further promoted. In 2003, China Monetary Policy Implementation Report clarified the general idea of interest rate marketization reform, namely? Foreign currency first, then local currency; Loan first, then deposit? Reflections on the reform of interest rate marketization. Based on the reform and development of interest rate marketization in China, we can find that the key to the development of interest rate marketization in China is to realize the marketization of deposit and loan interest rates. The basic point is to expand or even liberalize the fluctuation range of various deposit interest rates. Finally, the central bank authorizes commercial banks to determine the interest rate level according to the actual situation.

Second, the impact of interest rate liberalization on the development of commercial banks

1. The positive impact of interest rate marketization on the development of commercial banks

(1) is conducive to promoting fair competition among commercial banks.

Under the original interest rate control, influenced by the entry and exit mechanism, the development of various banks in China lacks necessary competition, which makes the development of banks limited to the pursuit of deposit scale and the grasp of loan quality. This situation of imperfect competition will lead to the phenomenon of partial excess of some banking services. The development of interest rate marketization can provide competitive price means for the development of commercial banks in China, promote healthy competition among commercial banks, and provide important support for enhancing the international share of commercial banks in China. At the same time, the marketization of interest rate can promote the development of commercial banks to form a mechanism of survival of the fittest and promote the transformation and development of commercial banks.

(2) It is conducive to promoting the financial innovation and development of commercial banks.

The realization of interest rate marketization makes the development of commercial banks pay more attention to risk control, and also provides important support for the innovative development of financial products aimed at avoiding risks, mainly in two aspects: on the one hand, it expands the pricing power of commercial banks for financial products and provides more possibilities for financial innovation of commercial banks. On the other hand, with the increase of interest rate risk, the development of commercial banks is facing greater pressure, which is the driving force for the innovation and development of financial enterprises to some extent.

2. The negative impact of interest rate liberalization on the development of commercial banks

(1) Reduce the profitability of commercial banks

The main business form of commercial banks is deposit and loan business. Among them, the spread income accounts for more than 80% of the total profits of commercial banks. After realizing the marketization of interest rates, commercial banks compete for furniture, and most commercial banks choose to raise deposit interest rates to raise development funds, which invisibly increases the development costs of commercial banks. At the same time, the realization of interest rate marketization makes the financing development of commercial banks more diversified and weakens the bargaining power of commercial banks to bulk credit customers.

(2) It increases the difficulty of commercial bank pricing.

The pricing mechanism of commercial banks includes three aspects: the benchmark interest rate of the central bank, the deposit and loan interest rates of enterprises and banks, and the determination of internal fund transfer pricing of commercial banks. The realization of interest rate marketization makes the benchmark interest rate set by the central bank unable to reflect the relationship between supply and demand in the money market. At the same time, the interest rate pricing awareness of commercial banks has also become relatively weak, and the setting of pricing mechanism is not scientific enough.

(3) Increase the interest rate risk of commercial banks.

The realization of interest rate marketization will increase the factors that affect the development of commercial banks' interest rates and improve the changes of commercial banks' interest rates. This change makes the risks faced by commercial banks more difficult to identify, which are embodied in the following aspects: First, the risk of interest rate sensitivity gap increases. If a commercial bank does not wander between sensitive assets and sensitive liabilities, the change of interest rate will have a great impact on its net interest rate. The second is the benchmark spread risk of commercial banks. The realization of interest rate marketization intensifies the inconsistency of deposit and loan interest rates of commercial banks, and the long-term development leads to the benchmark spread risk caused by the decrease of commercial banks' income.

Third, commercial banks' interest rate marketization strategy

1. Reform the risk management system of commercial banks and enhance their ability to cope with interest rate risks.

With the in-depth development of interest rate marketization, market factors have an important impact on interest rate fluctuation and frequency. In the case that interest rates are difficult to control, the existence of interest rate risks restricts the development of commercial banks. In this situation, in order to improve the adaptability of commercial banks to the market, it is necessary to mobilize all positive factors to supervise and improve the interest rate risk management system in combination with their own operating rules and requirements for risk prevention. First, clear the goal of interest rate marketization risk management. Commercial banks should properly handle the relationship between risk and income. Second, commercial banks need to become an interest rate risk linkage mechanism that combines risk management departments and business departments, and implement risk prevention work to every employee of commercial banks? Third, commercial banks cooperate closely to establish a dynamic interest rate risk measurement system.

2. Strengthen the development of intermediary business of banks and innovate financial products.

With the development of interest rate marketization, the original business model of commercial banks with interest spread as the profit source can not continue to develop. Therefore, commercial banks need to further clarify their own market positioning, increase efforts to expand intermediary business, rationally optimize bank income and customer structure, and explore more diversified development paths of commercial banks in combination with reality. The intermediary business of commercial banks can adopt the development mode of fee renewal, and the impact of interest rate marketization risk on the development of commercial banks can be adjusted by increasing added value and reducing costs. In addition, because the traditional deposit and loan business of commercial banks can no longer meet the needs of customers at this stage, commercial banks need to speed up the innovation of financial products and provide users with more wealth management products and financial services. 3. Establish the internal fund transfer pricing system of commercial banks.

The intelligent organizational structure of the branches of internal fund management in small and medium-sized commercial banks can no longer adapt to the current situation of interest rate marketization. Therefore, small and medium-sized commercial banks need to speed up the construction of a scientific internal fund transfer pricing system. In the internal capital transfer pricing system of commercial banks, small and medium-sized commercial banks bring all kinds of capital demand and supply together through centralized management mode for unified management. In order to play an important role in the internal fund transfer pricing system of commercial banks, small and medium-sized commercial banks need to strengthen the management training of relevant personnel, and strengthen the understanding and application level of enterprise employees on the internal fund transfer pricing system of commercial banks.

4. Improve the interest rate risk management system.

In order to better adapt to the development of interest rate marketization, commercial banks need to speed up the establishment of interest rate marketization risk management system suitable for their own development. Through the application of this system, we will strengthen the collection and collation of relevant information, predict the future development trend of interest rate marketization, and take effective risk prevention measures in combination with reality. First, strengthen the risk management awareness of commercial banks' interest rate marketization, and establish special institutions to analyze the risk of interest rate marketization. Secondly, the scientific risk measurement method of interest rate marketization (sensitivity gap method) is applied to evaluate the development risk of interest rate marketization.

Four. Concluding remarks