中国银行 D分行新员工流失案例研究
The Case Study on New Stuff Turnover of Bank of China D Branch
Abstract
After 40 years of reform and opening up, China's economy has undergone earth shaking
changes. The economic system has changed from a planned economy controlled by the
government to a market economy. Finance is the core of economy, and the bank is the leading
financial system in China. The development of banking plays an important role in the financial
system and the whole economic system in China. With the deepening of economic
globalization and market economy, state-owned banks are facing unprecedented pressure and
challenges. The core competitiveness of enterprise development is talent. In the fierce
competition in the banking industry, how to absorb, cultivate and retain talents, that is the key to
the invincible position of state-owned banks.
The Bank of China was founded in 1912, and it is a large state-owned bank managed by
the central government. The Bank of China is the only bank that has been operating for more
than 100 years, and it is also the most international and diversified bank. Bank of China D
branch is the first branch of Bank of China in D area which was established in 1990. In recent
ten years, Bank of China D branch tellers mainly come from the campus recruitment of college
students. Through layer upon layer selection, they are finally assigned to the front-line positions
of the sales department. New tellers leave for various problems within three years or so. The
situation of people coming and going repeats every year. How to reduce the turnover rate of
new employees and how to retain people is an urgent problem for D branch of Bank of China.
This thesis is a management case thesis. In the whole process of writing, the author mainly
adopts three research methods, namely enterprise research method, case study method and
literature analysis method. This paper mainly studies the problem of brain drain. Through the
analysis of three representative cases of new staff turnover in Bank of China D branch, and
combined with relevant human resource management theory, three main reasons for the
turnover of new employees were found, namely, the lack of career planning, imperfect training
system and unreasonable incentive mechanism. Through the research and analysis of the
previous research results and the related theories of human resource management and
organizational behavior. According to the actual situation of Bank of China D branch, three
suggestions are proposed. Career management planning needs to be personalized, further
optimization and improvement of the training system for new employees, and setting up a
reasonable incentive management system. While achieving a win-win situation between the
company and employees, the problem of new staff turnover can be effectively resolved. This
has practical value for talent management and talent system construction of Bank of China D
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大连理工大学专业学位硕士学位论文
branch, and it is also a good reference for the branches of Branch D and other banking
institutions with similar situations.
Key Words：Staff Turnover; Case Study; New Staff; Human Resource Management
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中国银行 D分行新员工流失案例研究
目录
摘 要.............................................................................................................................I
Abstract ..............................................................................................................................II
1 绪论.............................................................................................................................. 1
1.1 研究背景和研究意义....................................................................................... 1
1.1.1 研究背景................................................................................................ 1
1.1.2 研究意义................................................................................................ 2
1.2 案例研究设计................................................................................................... 3
1.2.1 调研设计................................................................................................ 3
1.2.2 研究方法................................................................................................ 3
1.3 研究内容与框架............................................................................................... 4
2 案例正文...................................................................................................................... 7
2.1 中国银行 D分行介绍...................................................................................... 7
2.1.1 企业简介................................................................................................ 7
2.1.2 新员工流失情况.................................................................................... 9
2.2 行业背景......................................................................................................... 10
2.2.1 银行业概况.......................................................................................... 10
2.2.2 银行业人力资源概况.......................................................................... 11
2.3 案例事件描述................................................................................................. 11
2.3.1 WH决定另谋出路 .............................................................................. 11
2.3.2 四处碰壁的研究生柜员...................................................................... 13
2.3.3 HX考上了公务员............................................................................... 14
3 案例分析.................................................................................................................... 16
3.1 新员工的概念界定和特点............................................................................. 16
3.1.1 新员工的界定...................................................................................... 16
3.1.2 新员工的特点...................................................................................... 17
3.2 相关理论依据................................................................................................. 17
3.2.1 员工流失.............................................................................................. 17
3.2.2 职业生涯管理...................................................................................... 18
3.2.3 员工培训.............................................................................................. 19
3.2.4 薪酬激励.............................................................................................. 21
3.2.5 绩效激励.............................................................................................. 23
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