G银行一线人员流失问题研究
摘要
近年来，我国金融改革持续推进，大大加剧了金融行业的内部竞争，地方性银行、
外资银行、互联网金融企业等多种行业主体的出现对传统银行业的发展产生了巨大威胁。
与此同时，受宏观经济形势的影响，银行业近年来的增速逐步放缓，利润下降明显，商
业银行的生存和发展面临着巨大的挑战，这一发展特征也在一定程度上提高了一线员工
的工作压力。此外，在利润不断下降的背景下，许多商业银行为了控制成本不得不降低
员工的薪资福利，由此对人工的工作热情产生了不利影响，商业银行面临着严重的一线
员工流失问题，不仅对银行人力资源管理活动的开展带来了巨大的阻碍，同时也在一定
程度上限制了银行业务的扩张。作为一家全国性的商业银行，G银行的近年来的一线员
工流失问题日益加剧，其中，这一问题在新开设的 G分行表现得尤为明显，员工流失
率明显高于其他分行。以该银行为研究对象，对其当前的一线员工流失情况进行深入剖
析，并提出有针对性的优化策略不仅具有理论指导作用，同时也具有一定的实践价值。
本文以 G银行为研究对象，对其员工流失基本情况进行多层次、多维度的分析，
首先对银行的概况以及人力资源管理现状进行详细介绍，并通过调查获取与一线员工流
失情况相关的数据，以马斯洛需要层次理论以及双因素理论为基础来完成问卷调查的设
计，通过对调查问卷和访谈的结论进行归纳总结，分析影响 G银行一线员工流失的主
要因素，并根据分析结果提出相应的解决对策。通过研究发现，银行一线员工流失问题
的主要影响因素包括金融政策：如行业监管力度的提升、国家金融政策所造成的银行减
员等；银行内部管理水平低下：如工作压力大、绩效考核工作缺乏科学性和合理性、缺
乏完善的培训机制、内部管理混乱等；员工自身因素等。从员工流失的影响因素入手来
提出切实可行的优化路径，如对当前的薪酬水平进行优化、完善薪酬管理机制、制定并
落实科学的培训计划、优化晋升机制等，以帮助员工对此类影响因素进行科学、合理的
控制，在提高 G人力资源管理水平的基础上，逐步解决员工流失问题。
关键词：G银行；一线人员；人员流失；对策建议
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摘要
ABSTRACT
In recent years, China's financial reform has been continuously promoted, which has
greatly intensified the internal competition in the financial industry. The emergence of local
banks, foreign banks, Internet financial enterprises and other industry subjects has posed a
great threat to the development of the traditional banking industry. At the same time, affected
by the macroeconomic situation, the growth rate of the banking industry has gradually slowed
down inrecent years, andthe profit hasdecreased significantly. Thesurvival and
development of commercial banks are facing great challenges. This development feature has
also increased the work pressure of front-line employees to a certain extent. In addition,
under the background of declining profits, many commercial banks have to reduce the salary
and welfare of employees in order to control costs, which has an adverse impact on the work
enthusiasm of workers. Commercial banks are facing a serious loss of front-line employees,
which not onlybrings great obstacles tothe development of bankhuman resource
management activities, but also restricts the expansion of banking business to a certain extent.
As a national commercial bank, the problem of front-line employee turnover of bank G has
become increasingly serious in recent years. Among them, this problem is particularly
obvious in the newly opened branch g, and the employee turnover rate is significantly higher
than that of other branches. Taking the bank as the research object, this paper deeply analyzes
the current loss of front-line employees, and puts forward targeted optimization strategies,
which not only has theoretical guidance, but also has certain practical value.
Takingbank gastheresearchobject, thispapermakesa multi-leveland
multi-dimensional analysis on the basic situation of employee turnover. Firstly, it introduces
the general situation of the bank and the current situation of human resource management in
detail, obtains the data related to the loss of front-line employees through the survey,
completes the design of the questionnaire based on Maslow's hierarchy of needs theory and
two factor theory, and summarizes the conclusions of the questionnaire and interview,
Analyze the main factors affecting the loss of front-line employees in bank g, and put forward
corresponding countermeasures according to the analysis results. Through the research, it is
found that the main influencing factors of bank front-line staff turnover include financial
policies: such as the improvement of industry supervision, the reduction of bank staff caused
by national financial policies, etc; The internal management level of the bank is low: such as
high work pressure, lack of scientificity and rationality of performance appraisal, lack of
perfect training mechanism, confusion of internal management, etc; Employees' own factors,
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G银行一线人员流失问题研究
etc. Starting from the influencing factors of employee turnover, this paper puts forward
practical optimization paths, such as optimizing the current salary level, improving the salary
management mechanism, formulating and implementing scientific training plans, optimizing
the promotion mechanism, etc., so as to help employees control these influencing factors
scientifically and reasonably, and gradually solve the problem of employee turnover on the
basis of improving G's human resource management level.
Key-words: GBank;Front-line employee;employee turnover;Suggestionsfor
countermeasures
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