摘要
作为在社会主义市场经济孕育和成长起来的“90后”，是一个自我意识强烈、思想开
放多元、受教育程度高、情感丰富敏感、重视精神收获的特殊群体。随着“90后”一代逐
步进入职场，日益成为推动社会和经济发展的源动力，他们在工作中表现出独立、民主、
创新、抗压能力弱和忠诚度低等特征，促使各行各业探索与之相应的人力资源管理模式
和激励机制。随着我国经济的稳步发展，银行间的竞争形势愈加激烈，面对日益严峻复
杂的竞争形势，城市商业银行为实现高质量发展，必然要进行差异化、特色化转型，而
人才作为转型发展的支撑，如何实现企业与员工双赢是银行亟需深入研究的课题。基于
此，本文选取 J银行为研究对象，对其 90后新生代员工激励机制现状、存在问题及优
化方案加以针对性的研究。
本文基于激励理论，选取 J银行 90后新生代员工为研究对象，通过研究相关理论
文献、归纳总结 90后新生代员工的特征及对 J银行激励机制现状进行分析的基础上，
采用问卷调查、访谈等研究方法分析目前 J银行 90后新生代员工激励机制方面存在的
问题：薪酬激励制度不完善、员工职业发展少路径、员工培训体系缺规划以及绩效考核
合理性待提升等问题，并对问题产生原因进行分析。最后，根据 J银行新生代员工激励
机制存在的问题，以激励理论为指导，运用全面薪酬体系，结合 J银行的实际情况和新
生代员工的特征，提出了针对性的优化方案：一是完善全面薪酬激励体系，优化薪酬结
构，建立定调薪规则，完善物质福利与精神福利体系，通过建立平等管理模式，重视深
层情绪劳动，完善加班管理制度，重视内在薪酬作用；二是打造多元职业发展通道，营
造公平的职业发展氛围，建立新生代员工岗位轮换制度和职业生涯管理制度；三是建立
多层次培训管理体系，突出基层培训作用，在制定培训计划时听取新生代员工的建议，
同时完善线上培训平台管理，多渠道开展员工培训，关注培训效果，丰富培训结果的运
用；四是完善绩效考核管理体系，细化绩效考核指标和评价方法，加强绩效考核的过程
指导，完善绩效考核结果的反馈，丰富绩效考核结果的运用。
关键词：城市商业银行，90后新生代员工，激励机制，优化设计
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Abstract
As gestates and grows up in the socialist market economy, the "post-90s" are such a
special group with strong self-consciousness, open and diversified thoughts, high education,
rich emotions and sensitivity, and attach importance to spiritual harvest. As the "post-90s"
generation gradually enters the workplace, they are increasingly becoming the source of social
and economicdevelopment.In theirwork,they showlow characteristicssuchas
independence, democracy, weak resistance to pressure and lowloyalty in their work,
prompting all walks of life to explore and adapt to the corresponding human resource
management model and incentive mechanism. With the steady development of China's
economy, the competition among banks is becoming increasingly fierce. In the face of
increasingly severe and complex competition situation, urban commercial banks are bound to
carryoutdifferentiationandcharacteristictransformationtoachievehigh-quality
development, and talents are the support of transformation and development. How to achieve
a win-win situation between enterprises and employees is an urgent subject for banks to study
deeply. Based on this, this paper selects J Bank as the object of study to conduct a targeted
study on the current situation, existing problems and optimization schemes of the incentive
mechanism for the post-90s new generation of employees.
Based on the incentive theory, this paper selects the post-90s new generation employees
of J Bank as the research object. On the basis of studying relevant theoretical literature,
summarizing the characteristics of the post-90s generation of employees and analyzing the
current status of the incentive mechanism of J Bank, using questionnaires survey, interviews
to analyze the current problems in the post-90s new generation of employees J bank
employees incentive mechanism: the imperfect compensation incentive system, employee
career development path, the less staff training system problems such as lack of rationality to
improve planning and performance appraisal, and the causes of the problems are analyzed.
Finally, according to the problems existing in the incentive mechanism of the post-90s new
generation of employees of J Bank, guided by the incentive theory, and combined with the
actual situation of J Bank and the characteristics of the post-90s new generation of employees,
a targeted optimization scheme is proposed by using the comprehensive compensation theory.
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