面对地区经济持续下行，资产质量压力不断加大，外部监管标准日益严格的市场形 势，国有商业银行本就陈旧的体制及经营管理方式受到极大的挑战，而拥有一支稳定、 高效、敢于拼搏的员工队伍是其在逆境中经营发展的根本保障。近年来，S 地区经济下 行趋势仍然明显，企业普遍经营困难导致 S 地区银欧亿·体育（中国）有限公司整体面临巨大挑战，尤其是困难 时期员工大面积流失已成为商业银行不得不面对的重要问题。G 银行 S 分行作为一家国 有商业银行二级分行，在 S 市成立 30 余年，其固有体制及经营理念相对陈旧，面对错 综复杂的市场环境，经营策略调整不够及时，导致整体经营不善，员工薪酬水平大幅下 降。且 G 银行 S 分行自身管理本就存在诸多缺陷，导致员工大面积流失，对 G 银行 S 分行的人力资源管理、经营发展等方面均具有较大影响。进而带来招聘、培训成本的损 失，严重影响在职员工的士气和工作热情、服务质量的大幅下降，最终造成银行客户资 源及业务严重流失。因此，如何有效控制员工流失已成为其亟待解决的问题。 本文以国内外员工流失理论为指导，依据 Price-Mueller(2000)模型，从环境因素、 个体因素、结构因素考虑对员工工作满意度、组织承诺度及工作寻找机会中介变量影响， 最终作用于员工流失意向。采用现场访谈与问卷调查相结合的方法，对 G 银行 S 分行员 工流失现状进行深入探究，基于数据支持进一步分析造成员工流失的主要原因。 经研究发现，造成员工大量流失的原因有以下几点：薪酬福利较低、外部机遇充裕、 晋升渠道闭塞、工作压力过大以及工作自主性低。针对以上原因，本文提出以下应对策 略及合理化建议：一是调整薪酬分配制度，保证薪酬的激励性、合理性、长期性以及差 异性，并且对现有的福利保障制度进行调整，充分发挥福利政策的作用。二是拓宽员工 晋升渠道，制定一套科学有效的晋升机制，避免员工的职业生涯长期不变或晋升速度过 快等情况的出现，保持员工晋升节奏的合理性。在实施晋升的过程中严格遵守已制定的 制度要求，保证制度可以得到正确实施。三是做好员工压力管理，G 银行 S 分行通过工 会、人力资源部等部门与员工建立定期交流机制，银行管理人员应当关注员工的内心想 法，帮助员工解决工作中遇到的困难，帮助员工释放工作压力。四是做好员工职业规划： 根据处于不同阶段的员工特点，为其设置不同的职业规划。同时加强定期岗位轮换工作， 避免员工长期处于同一个工作岗位。 本文对 G 银行 S 分行人员大量流失的现象进行研究，在确定了该行员工流失的主要II 影响因素后，针对如何减少人员流失现象提供了解决对策。同时对于以 G 银行 S 分行为 代表的我国国有商业银行优化人才培养机制、提高员工忠诚度、提升员工队伍战斗力与 凝聚力，促进银行长期稳健发展提供了参考。为相关研究提供一定的借鉴作用，具有一 定的现实意义。 关键词：国有商业银行；人力资源；员工流失；Price-Mueller(2000)模型III Abstract Faced with the continued decline of the regional economy, increasing pressure on asset quality, and increasingly stringent external regulatory standards, state-owned commercial banks have been challenged by their outdated systems and management methods, and have a stable, efficient, and courageous The hard workforce is the fundamental guarantee for its business development in adversity. In recent years, the downward trend of the economy in the S area is still obvious, and the general operating difficulties of enterprises have caused the banking industry in the S area to face huge challenges, especially the large-scale employee turnover has become an important issue that commercial banks have to face. As the second-level branch of a state-owned commercial bank, G Bank S Branch has been established in S City for more than 30 years. Its inherent system and operating philosophy are relatively outdated. In the face of a complex market environment, its business strategy adjustment is not timely enough, resulting in poor overall management and employee compensation levels. dramatically drop. In addition, there are many shortcomings in the management of G Bank S Branch itself, leading to a large staff loss, which has a great impact on the human resources management, operation and development of G Bank S Branch. This in turn leads to the loss of recruitment and training costs, which seriously affects the morale and enthusiasm of working employees, and the sharp decline in service quality, which ultimately results in a serious loss of bank customer resources and business. Therefore, how to effectively control staff turnover has become an urgent problem to be solved. This article is guided by the theory of employee turnover at home and abroad, and based on the Price-Mueller (2000) model. It considers the environmental, individual, and structural factors to influence the mediating variables of employee job satisfaction, organizational commitment, and job search opportunities, and ultimately affects employees. Lose intention. Using a combination of on-site interviews and questionnaires, the current situation of employee turnover at G Bank S Branch was investigated in depth, and the main reasons for employee turnover were further analyzed based on data support. The research found that the reasons for the large number of staff turnover are as follows: low salary and benefits, abundant external opportunities, blocked promotion channels,IV excessive work pressure, and low job autonomy. In view of the above reasons, this article proposes the following countermeasures and rationalization suggestions: First, adjust the salary distribution system to ensure the incentive, rationality, long-term and difference of salary, and adjust the existing welfare guarantee system to give full play to welfare policies Role. The second is to broaden the promotion channels for employees, and formulate a scientific and effective promotion mechanism to avoid the situation of employees 'long-term career changes or excessive promotion speed, and to maintain the rationality of employees' promotion rhythm. In the process of promotion, strictly adhere to the established system requirements to ensure that the system can be properly implemented. The third is to do a good job of employee pressure management. G Bank S branch establishes a regular communication mechanism with employees through the union, human resources department and other departments. Bank managers should pay attention to the employees' inner thoughts, help employees solve difficulties encountered in their work, and help employees release. Working pressure. The fourth is to do a good job career planning: according to the characteristics of employees at different stages, set up different career plans for them. At the same time, regular job rotation is strengthened to prevent employees from staying in the same job position for a long time. This article studies the phenomenon of large staff turnover at G Bank S branch. After identifying the main influencing factors of staff turnover in the bank, it provides solutions to reduce the staff turnover. At the same time, it provides a reference for China's state-owned commercial banks represented by the G Bank S branch to optimize the personnel training mechanism, improve employee loyalty, enhance the combat effectiveness and cohesion of the workforce, and promote the long-term and stable development of the bank. It provides a certain reference for related research and has certain practical significance. Keywords:State-owned commercial banks;Human resources;Staff turnover; Price-Mueller (2000) modelV 目 录 1 绪论.............1 1.1 研究背景.......................1 1.2 研究目的和意义...........2 1.2.1 研究目的............2 1.2.2 研究意义............2 1.3 国内及国外研究综述...3 1.3.1 国外研究综述....3 1.3.2 国内研究综述....5 1.4 研究方法.......................6 1.4.1 文献研究法........6 1.4.2 访谈法................6 1.4.3 问卷调查法........6 1.5 论文研究思路和内容...6 1.5.1 论文研究思路....6 1.5.2 论文结构内容....7 1.6 论文创新点...................8 2 概念界定及相关理论基础........9 2.1 相关概念界定...............9 2.1.1 员工流失............9 2.1.2 员工流失分析模型...........................9 2.2 相关理论基础.............13 2.2.1 Maslow 的需求层次理论...............13 2.2.2 Herzberg 的双因素理论.................13 2.2.3 Adams 的公平理论.........................14 3 G 银行 S 分行人力资源情况概述.......................15 3.1 G 银行 S 分行人员结构............................15VI 3.2 G 银行 S 分行薪酬构成............................17 3.3 G 银行 S 分行人员流失情况........