分类号：F832.33密级： 公开
UDC： 单位代码：10076
工商管理硕士学位论文
JS 银行邯郸分行新生代员工离职问题研究
作 者 姓 名 张志：可
指 导 教 师 曹建：召
申请学位级别 工商：管理硕士
学 科 专 业 工商：管理
所 在 单 位 管理：工程与商学院
授予学位单位 河北：工程大学 A Dissertation Submitted to
Hebei University of Engineering
（For the Degree of Master of Business Administration）
Research on the Resignation of the New
Generation of Employees in Handan Branch
of JS Bank
Candidate ：Zhang Zhike
Supervisor ：Prof. Cao Jianzhao
Academic DegreeApplied for ：Master of BusinessAdministration
Specialty ：BusinessAdministration
College/Department ：College of Management
Engineering and Business
Hebei University of Engineering
June, 2022 独创性声明
本人郑重声明：所呈交的学位论文，是本人在导师的指导下，独立进行研究
工作所取得的成果。除文中已经注明引用的内容外，本论文不含任何其他个人或
集体已经发表或撰写过的研究成果，也不包含为获得河北工程大学或其他教育
机构的学位或证书而使用过的材料。对本文的研究做出重要贡献的个人和集体，
均已在论文中作了明确的说明并表示了谢意。本人完全意识到本声明的法律结果
由本人承担。
学位论文作者签名： 签字日期： 2022 年 6 月 2 日
学位论文版权使用授权书
本学位论文作者完全了解河北工程大学 有关保留、使用学位论文的规
定。特授权河北工程大学可以将学位论文的全部或部分内容编入有关数据库进
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学校向国家有关部门或机构送交论文的复印件和电子文档。
（保密的学位论文在解密后适用本授权说明）
学位论文作者签名：签字日期：2022年 6 月 2 日
导师签名： 签字日期：2022 年 6 月 2 日 摘 要
摘 要
随着中国加入 WTO，我国银行业走过了十年的黄金时期，银行工作因为工
资高、福利待遇好而备受追捧。但 2008 年以来，银行业资产质量不断下降，业
务发展进入低增长的转型期，银行员工的头衔也不在“光鲜”，银行员工离职开
始不断出现。特别是近年来，“85 后”“90 后”新生代员工的大量离职，给商业
银行带来了很大的损失。
新生代员工大量离职，不仅会对工作绩效造成干扰，提高企业运营成本，还
会打击在岗员工士气，消减企业社会信任度，降低商业银行的综合竞争力。本文
参考了国内外新生代员工研究成果，以JS 银行邯郸分行新生代员工为样本，通过
实地调研、向新生代员工发放问卷和访谈，调查该行新生代员工离职现状，发现
JS 银行邯郸分行在组织管理上存在着招聘不切实际、激励机制不健全、离职管理
不到位等问题，运用人力资源管理相关理论分析了影响新生代员工离职的七个方
面原因：新入职员工与岗位适配度较低（招聘方面）；薪酬制度显失公平；晋升
制度不完善；岗位复用导致工作压力大；正常休息休假得不到保障；自我价值实
现得不到满足；受周边人员离职影响。
在此基础上，针对性地提出了提高招聘的人岗适配度，完善公平的薪酬分配
制度，完善多元化晋升制度，专业化分工管理，注重人性化管理，建设学习型组
织，重视和加强员工离职管理七个方面的对策和建议，为新生代员工离职问题的
解决提供借鉴。本文的研究成果一方面能够为 JS 银行邯郸分行解决新生代员工离
职问题提供借鉴，另一方面也能够为其他存在相似问题的商业银行提供参考。
关键词：新生代员工；离职；原因；对策
I Abstract
Abstract
With China;s entry into WTO, China;s banking industry has gone through a golden
period of ten years. Banking work is highly sought after because of high wages and
good welfare benefits. However, since 2008, the asset quality of the banking industry
has been declining, the business development has entered a transition period of low
growth, the titles of bank employees are no longer "bright", and the resignation of bank
employees began to appear continuously. Especially in recent years, a large number of
resignation of the new generation of "post-85" and "post-90" employees have brought
great losses to commercial banks.
A large number of new generation employees leave their jobs, which will not only
interfere with job performance and improve enterprise operating costs, but also attack
the morale of on-the-job employees, reduce the social trust of enterprises and reduce the
comprehensive competitiveness of commercial banks. This thesis refers to the research
results of the new generation of employees at home and abroad, takes the new
generation of employees of Handan branch of JS bank as a sample, investigates the
resignation status of the new generation of employees of the bank through field research,
questionnaires and interviews to the new generation of employees, and finds that
Handan branch of JS bank has some problems in organizational management, such as
unrealistic recruitment, imperfect incentive mechanism, inadequate resignation
management and so on, Using the relevant theories of human resource management,
this thesis analyzes the seven reasons affecting the resignation of the new generation of
employees: the low adaptability between new employees and positions (Recruitment);
The salary system is obviously unfair; The promotion system is not perfect; Post reuse
leads to high work pressure; Normal rest and vacation are not guaranteed and the
realization of self-worth is not satisfied; Affected by the resignation of surrounding
personnel.
On this basis, this thesis puts forward seven countermeasures and suggestions to
improve the job suitability of recruitment, improve the fair salary distribution system,
improve the diversified promotion system, professional division of labor management,
pay attention to humanized management, build a learning organization, and pay
attention to and strengthen employee turnover management, so as to provide reference
II