本研究主要係因公股銀行本身是有面臨市場上的競爭必須要轉行成具競爭優勢的單位,為國家創造利潤。
實施財富管理業務以來，在公營銀行的理財專員是身處矛盾的狀態。雖然是底薪制度的工作並沒有額外的獎金又長期處在壓力的工作環境，工作工時又長，導致許多理財專員的心態並不如民營銀行的理財專員積極，替換率高，也導致工作績效不彰的情形。
主要研究問題包括公股銀行理財專員對：
（1）當前激勵制度實施是否具成效
（2）工作績效評估
（3）激勵制度與工作績效之影響
本研究係以公股銀行理財專員為調查對象，根據實際情況，以升遷、表揚、教育訓練、工作輪調、獎懲制度、退休條件等幾種激勵制度為主要探討項目。
研究結果顯示:
(一)公營銀行的理財專員對以下激勵制度表贊同，以對「生活與工作相關福利制度」、「薪資及獎金制度」、「表揚及個人成長制度」。但對其公平性、可控性、可得性及溝通性則普遍有負面感受。　　
（二）不論「性別」、「年齡」、「教育程度」和「從事理財專員年資」公股銀行理財專員認為，在「工作績效」層面中，對「升遷制度」、「績效獎金」的重視程度較高。

State-owned banks are government institutions forced to become competitive in response to competitors in the market in order to make a profit for the government.
Ever since wealth management services were first provided, financial consultants in state-owned banks have been in a predicament. Financial consultants in state-owned banks are not as enthusiastic as those in private banks because they do not have bonuses, work in a high pressure environment, and work long hours. This has also resulted in high turnover and poor work performance.
Research problems of this study include:
(1)Whether if the current incentive system is effective.
(2)Work performance evaluations.
(3)The influence of the incentive system on work performance.
Subjects of this study are financial consultants in state-owned banks. This study mainly explores the effects of various incentive systems on their work performance, including promotion, commendation, training, work rotation, reward and punishment system, and retirement conditions.
Research results are as follows:
(I)Financial consultants in state-owned banks showed approval towards the following incentive systems: “living and work related benefits,” “salary and bonus,” and “commendation and personal growth.” However, they generally held negative opinions regarding the fairness, controllability, accessibility, and communication of the incentive mechanisms.
(II)Regardless of “gender,” “age,” “education degree” and “seniority,” financial consultants in state-owned banks attached greater importance to “Promotion system”、 “Performance Bonus” in “work performance.”

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