近年来随着经济形势持续下行，加之各类股份制银行、地方性商业银行、网络金 融机构的大量涌现以及外部监管变得越来越严格等原因对以中国银行为代表的现有 实体形式的国有商业银行员工队伍起到了很大的冲击作用。原国有商业银行这一靠垄 断经营“躺着赚钱”的欧亿·体育（中国）有限公司，而今变得已不再那么风光无限，不再是人们眼中的“金 饭碗”。在这一大形势的冲击下，中国银行ST分行员工队伍出现了较高比例的员工 主动离职现象，尤其是以80、90后为代表的知识型员工的离职，更是对该行的持续 健康稳定经营发展带来了很大的冲击作用，影响巨大。 本文针对中国银行ST分行的员工主动离职问题进行探究，通过文献法、问卷调 查法、访谈法对中国银行ST分行员工主动离职整体情况及分项指标进行了详细的分 析，找出了薪酬福利、绩效考核、职业发展、员工管理、文化建设等方面的离职原因， 并且针对每一项原因制订出改进措施，提出了改善薪酬福利体系、健全绩效考核体系、 明确职业发展路径、改进员工管理制度、加强企业文化建设的应对策略，对于稳定中 国银行ST分行员工队伍、促进企业健康稳定发展有着重要的现实意义，同时对其他 国有商业银行解决员工离职潮问题也有一定的参考价值。 关键词：商业银行；员工离职；人力资源 II ABSTRACT In recent years, due to the continuous decline of the economic situation, coupled with the massive emergence of various joint-stock banks, local commercial banks, online financial institutions, and the increasingly strict external supervision and other reasons, it has played a big impact on the state-owned commercial bank staff team of the existing entities represented by the Bank of China. The former state-owned commercial bank, an industry that relied on monopoly management to “making gains without doing any work”, is not as eye-catching as it used to be, and no longer the “golden rice bowl” in people’s eyes. Under the impact of this big situation, the branch staff of Bank of China ST Branch has appeared the phenomenon that is a higher proportion of employee actively leaving office, especially the departure of knowledge-based workers represented by the 80s and 90s, and which has brought a hammering action and huge influence on the continued healthy stable business and development of the bank. This paper probes into the problem of employee of Bank of China ST Branch actively leaving office, analyzes the overall situation and sub-indicators of the problem of employee of Bank of China ST Branch actively leaving office in detail, through literature method, questionnaire survey method and interview method, and finds out reasons for leaving the job in compensation and benefits, performance appraisal, career development, employee management, cultural construction, etc., and formulates improvement measures for each reason, and proposes the coping strategies such as improving the salary and welfare system, perfecting the performance appraisal system, clarifying the career development path, ameliorating the employee management system, strengthening the corporate culture construction, which has important practical significance for stabilizing the staff of Bank of China ST Bank and promoting the healthy and stable development of the company, at the same time, it also has certain reference value for other state-owned commercial banks to solve the problem of employee actively leaving office. KEY WORDS：Commercial Banks；Employee Turnover；Human Resources III 目 录 第一章 绪论 ........................................................... - 1 - 1.1 论文研究背景 ...................................................... - 1 - 1.2 研究的目的和意义 .................................................. - 2 - 1.2.1 研究的目的 .................................................. - 2 - 1.2.2 研究的意义 .................................................. - 2 - 1.3 研究内容与研究方法 ................................................ - 2 - 1.3.1 研究内容 .................................................... - 2 - 1.3.2 研究方法 .................................................... - 2 - 1.4 技术路线 .......................................................... - 3 - 第二章 相关理论及文献综述 ............................................. - 5 - 2.1 离职定义及影响 .................................................... - 5 - 2.1.1 员工离职概念 ................................................ - 5 - 2.1.2 员工离职分类 ................................................ - 5 - 2.1.3 员工离职影响 ................................................ - 5 - 2.2 员工激励理论 ...................................................... - 6 - 2.2.1 马斯洛需要层次理论 .......................................... - 6 - 2.2.2 赫茨伯格的激励-保健因素理论 ................................. - 7 - 2.2.3 麦克利兰成就激励理论 ........................................ - 7 - 2.3 离职研究文献综述 .................................................. - 7 - 2.3.1 国外研究现状 ................................................ - 7 - 2.3.2 国内研究现状 ................................................ - 8 - 第三章 现状分析 ...................................................... - 11 - 3.1 中国银行ST分行介绍 .............................................. - 11 - 3.2 组织架构情况 ..................................................... - 11 - 3.2.1 分行组织架构 ............................................... - 11 - 3.2.2 支行组织架构 ............................................... - 12 - 3.3 员工构成情况 ..................................................... - 12 - 3.3.1 性别结构 ................................................... - 12 - 3.3.2 学历结构 ................................................... - 13 - 3.3.3 年龄结构 ................................................... - 14 - 3.4 员工流失现状分析 ................................................. - 14 - 3.4.1 员工离职数量分析 ........................................... - 14 - IV 3.4.2 员工离职年龄分析 ........................................... - 15 - 3.4.3 员工离职岗位分析 ........................................... - 15 - 3.4.4 员工离职学历分析 ........................................... - 16 - 3.4.5 员工离职去向分析 ........................................... - 17 - 3.5 离职员工访谈 ..................................................... - 18 - 3.5.1 访谈的基本情况 ............................................. - 18 - 3.5.2 访谈提纲 ................................................... - 18 - 3.5.3 访谈记录 ................................................... - 18 - 3.6 员工满意度调查分析 ............................................... - 19 - 3.6.1 员工满意度调查的意义 ....................................... - 19 - 3.6.2 调查样本的基本情况 ......................................... - 19 - 3.6.3 调查数据的分析情况 ......................................... - 19 - 3.7 本章小结 ......................................................... - 21 - 第四章 离职原因分析 .................................................. - 23 - 4.1 薪酬福利方面 ..................................................... - 23 - 4.1.1 薪酬等级调整困难重重 ....................................... - 23 - 4.1.2 员工福利发放剥夺现象严重 ................................... - 23 - 4.1.3 员工福利假期很少能享用 ..................................... - 23 - 4.1.4 职工福利规定传导不到位 ..................................... - 23 - 4.1.5 工会关爱员工职能不到位 ..................................... - 24 - 4.2 绩效考核方面 ..................................................... - 24 - 4.2.1 绩效考核利润因素占比较轻 ................................... - 24 - 4.2.2 绩效考核方面未能形成明显的档次 ............................. - 24 - 4.2.3 员工年度绩效考核结果运用较少 ............................... - 24 - 4.3 职业发展方面 ..................................................... - 25 - 4.3.1 缺乏对职业生涯规划的重视 ................................... - 25 - 4.3.2 缺乏完善的职业生涯管理制度 ................................. - 25 - 4.3.3 员工晋升渠道不通畅 ......................................... - 25 - 4.4 员工管理方面 ..................................................... - 26 - 4.4.1 人员流动性较差 ............................................. - 26 - 4.4.2 缺乏针对青年员工的管理 ..................................... - 26 - 4.4.3 出勤考核较为