柜面是银行接触客户的第一窗口，柜员则是银行从业人员的主要组成部分。国内 商业银行中，柜员作为直接与客户接触的服务人员，需要为顾客提供多样化且个性化 的服务，同时也需要不断提升 自身的服务质量与服务效率。在商业银行存款规模不断 扩大的同时，柜员的工作压力和劳动强度不断增加。 然而随着银行业竞争越来越激烈，银行柜员可选择的工作、企业、岗位都越来越 多。其中对于刚入驻本地的银行往 往会用可观的薪酬福利与岗位晋升路径与空间等等 从原有银行中吸引甚至是挖走经验丰富的银行从业人员。而其他例如公务员事业单位 招聘、互联网创业热潮等银行系统外的就业机会也吸引了一大部分银行从业人员选择 离 职，其中又以基数最大的柜面人员为主。在这样的趋势下，银行面临着大量柜面人 员流失的压力。柜面人员的流失虽然在一定程度上为银行增加新的动力，但柜面人员 流失带来的负面影响是巨大的，使改革失去支撑，对于 正常的工作秩序及质量造成极 大的影响。同时，人才流失给银行形象来了许多负面的影响，诸如造成社会各界对其 待遇、服务质量等产生怀疑。流失的柜面人员对银行片面的评价也使银行的被认可程 度下降，损害社会形象 ，造成就业人数的下降等，最终阻碍其进一步发展。 本文基于相关激励理论及莫布雷扩展的员工离职过程模型，在国内外现有文献的 基础上，以 H 银行 W 分行柜面人员的流失现状为切入点，通过对 H 银行 W 分行柜 员流 失现状的系统阐述，重点从 H 银行 W 分行柜面人员流失对 W 分行产生的影响及 造成 H 银行 W 分行柜面人员流失问题进行研究。研究表明 H 银行 W 分行柜员流失 的特征是高学历柜员流失增加；柜员流失呈年轻化趋势； 热门专业柜员流失比例高； 柜员隐性流失呈加剧趋势。柜员流失影响柜员队伍整体的建设；对其他柜员心理上带 来冲击；给 H 银行 W 分行带来成本的损失；影响 H 银行 W 分行的社会形象。造成 柜员流失的原因主要包括 外部吸引以及内部激励不足等。 关键字：H 银行；柜面人员；人员流失；调研分析I ABSTRACT The counter is the first window for the bank to contact customers, and the teller is the main part of the bank's employees. In domestic commercial Banks, tellers, as service personnel in direct contact with customers, need to provide diversified and personalized services for customers, and at the same time, they also need to constantly improve their service quality and efficiency. While the deposit scale of commercial bank is continuously expanding, the working pressure and labor intensity of tellers are constantly increasing. However, with the continuous development of China's economy, competition among Banks intensifies, and the emergence of various emerging commercial Banks or foreign Banks accelerates the competition for human resources among bank employees. Among them, Banks that have just entered the local market will attract or even poach experienced bank employees from the original Banks with considerable remuneration, benefits, promotion and space. The employment opportunities outside the banking system, such as the recruitment of civil servants and public institutions, and the Internet entrepreneurship boom, also attracted a large number of bank employees to leave their jobs, mainly the counter staff with the largest base. In such a trend, the bank is facing a large number of counter staff loss pressure.Although the loss of counter personnel has added new impetus to the bank to a certain extent, the negative impact of the loss of counter personnel is huge, brain drain has had many negative effects on the image of the bank. The loss of the countertops’ evaluation of the bank’s one-sidedness also reduced the degree of recognition of the bank, impaired the social image, and caused a decline in the number of employed people, which ultimately hindered its further development. Based on the relevant modern incentive theory and Mobray's extended employee turnover process, the current situation of the loss of counters of Branch W of Bank H is taken as the entry point, and the current situation of the loss of the tellers of Branch W of Bank H. The system elaborates on the impact of the loss of the staff of the Branch W of Bank H. The research shows that the loss of tellers in Branch W of Bank H is characterized by high academic qualifications and higher turnover of tellers; the loss of tellers is younger; the proportion of popular professional tellers is high; the hidden loss of tellers is increasing. The loss of tellers affects the overall construction of the teller team; it has a psychological impact on other tellers; it brings cost losses to Branch W of Bank H; and affects the social image of Branch W of Bank H. The reasons for the loss of the H-Bank W branch of the teller itself include external attraction and insufficient internal incentives. KEYWORDS: Branch W of Bank H; counter staff; staff turnover; the research analysis1 目 录 第一章 绪论 ................................................................................................... 1 第一节 研究的背景及 意义......................................................................................... 1 一、研究背 景.......................................................................................................... 1 二、研究意 义.......................................................................................................... 2 第二节 相关研究综 述................................................................................................. 2 一、国外相关研 究.................................................................................................. 2 二、国内相关研 究.................................................................................................. 4 三、简要的述 评...................................................................................................... 5 第三节 研究的思路及方 法......................................................................................... 5 一、研究思 路.......................................................................................................... 5 二、研究内 容.......................................................................................................... 6 三、研究方 法.......................................................................................................... 7 第四节 创新之 处......................................................................................................... 7 第二章 本文的理论基 础............................................................................... 8 第一节 基本概 念......................................................................................................... 8 一、人员流失概 念.................................................................................................. 8 二、银行人力资源管理特 点.................................................................................. 8 第二节 相关理论概述及分析工具............................................................................. 9 一、相关理论概述.................................................................................................. 9 二、分析工 具........................................................................................................ 10 第三章 H 银行 W 分行柜员流失现状分析 ............................................... 12 第一节 H 银行 W 分行发展概况 ............................................................................. 12 第二节 H 银行 W 分行人力资源情况 ..................................................................... 12 第三节 柜员的界定及其结构情况分析................................................................... 14 一、柜员的界 定.................................................................................................... 142 二、柜员结构分 析................................................................................................ 15 第四节 柜员流失情况及分层比 较........................................................................... 15 一、基于学历层面................................................................................................ 16 二、基于年龄层面................................................................................................