薪酬管理体系在农商银行起着吸引、保留及激励人才的关键作用。科学合理的体系能激发员工潜力，提高对“三农”及小微企业的服务效能，确保支持农业与小型企业战略的实施；通过明确岗位价值与绩效成果，强化了对风险管理的认识；其薪酬设计既具备市场竞争力，又保持内部公正，这增加了员工的归属感，并且有助于银行在农村金融领域的人才竞争中占据优势，从而推动银行的持续进步和发展。ZM农商银行作为一家立足乡村、专注农业和小微企业服务的农村金融组织，在人力资源管理方面存在诸多问题，其中薪酬体系不合理是关键。因此，优化薪酬体系对于ZM农商银行的未来发展至关重要。

本文参考激励相关理论，采用文献研究法、问卷调查法以及访谈法来深度解读ZM农商银行薪酬体系情况。首先在描述银行的基本情况后，对当前薪酬体系进行说明，并阐述当前的薪酬水平情况。其次，通过问卷与访谈归纳得到薪酬体系存在的不足，并对其原因展开分析。再次，设定薪酬体系优化原则和思路，就优化ZM农商银行薪酬体系提出建议并对效果开展评估。为了保障优化建议的实行，从多角度提出保障措施，最后得出相应的结论并提出对未来研究的展望。

研究发现，ZM农商银行薪酬体系存在的问题主要包括基本薪酬缺乏竞争力与差异化、绩效考核标准缺乏弹性、薪酬调整缺乏及时性、福利发放未制定标准，原因在于薪酬设计与岗位贡献不匹配、历史体制与行政化管理惯性的深层影响、薪酬管理机制层面的系统性滞后及ZM农商银行的成本控制。在此基础上，从基于薪酬激励提高员工薪酬差异、加强薪酬绩效关联以完善考核标准、基于战略目标合理调整薪酬结构以及加强福利人文关怀以改善发放标准方面提出优化措施，经过评估调研得出薪酬体系优化效果较好。

With the continuous prosperity of the market and the gradual liberalization of the domestic financial industry, the entry of foreign banks and the rapid expansion of online finance have exerted a huge impact on the traditional banking industry, making its internal and external environment more complex and increasing the competitive pressure. ZM Rural Commercial Bank, as a rural financial organization based on rural areas and focusing on agriculture and small and micro enterprises, has many problems in human resource management, among which the unreasonable salary system is the main reason for the existing problems. Therefore, optimizing the compensation system is very important for the future development of ZM Rural Commercial Bank.

By referring to incentive theories, this paper uses literature research method, questionnaire survey method and interview method to deeply interpret the compensation system of ZM Rural Commercial Bank. First of all, after describing the basic situation of the bank, the current salary system is explained, and the current salary level is expounded. Secondly, the shortcomings of the salary system are summarized through questionnaires and interviews, and the reasons are analyzed. Thirdly, set the principles and ideas of salary system optimization, put forward suggestions on optimizing the salary system of ZM Rural Commercial Bank and carry out a assessment of the effect. In order to ensure the implementation of optimization recommendations, safeguard measures are proposed from various angles. Finally, the corresponding conclusions are drawn and the prospect of future research is put forward.

Research has identified several key issues in the compensation system of ZM Rural Commercial Bank, including a lack of competitiveness and differentiation in base salaries, inflexible performance evaluation criteria, untimely salary adjustments, and the absence of standardized welfare distribution. These issues stem from mismatches between compensation design and job contributions, the deep-seated influence of historical systems and administrative management practices, systemic delays in the compensation management mechanism, and cost control measures at ZM Rural Commercial Bank. To address these issues, the bank has proposed optimization measures, including enhancing employee salary differences through compensation incentives, improving performance evaluation standards by strengthening the link between compensation and performance, adjusting the compensation structure based on strategic goals, and improving welfare distribution standards by enhancing humanistic care. The evaluation and research have shown that these optimization measures have had a positive impact on the compensation system.

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