Non-material Stimulation System: A Case Study Of The Knowledge Workers’ Loyalty Of ADBC GD

As the social structure and diversity evolved, the development of enterprise relies so heavilyon the royalty of their knowledge workers. Meanwhile, a lot of research works in this fieldhave been carried out, theories and principles have been worked out. Most of these findings,however, mainly study the systems of salary, welfare and distribution. Very few studies onthe non-material aspects of the staff stimulation system were ever conducted. Through thedetailed examination of the Agricultural Development Bank of China GD branch (hereafterreferred to as ADBC GD), this article proposes a new perspective to study non-materialstimulative approach and its contributions to knowledge workers’loyalty.As needed by recent years’reform, the demand ofADBC GD for knowledgeable employeesescalated very year. At the same time, the headcount of its knowledge workers, on the otherhand, declined significantly, as the result of the lack of a promising stimulation scheme.Another crucial factor is its policy characteristic, i.e. the employee evaluation systems,which differentiate ADBC so much from other commercial banks in China. ADBCemployee’s salary and other welfare is not as rewarding as those in commercial banks. Underthis circumstance, developing non-material stimuli and improving the workers’ overallloyalty is the priority for it to take. By introducing the concept of worker loyalty, by studyingthe survey report for ADBC GD, and by figuring out the inconsistencies and drawbacks inADBC GD’s current stimulation system, this article intends to suggest a series of workableand realistic strategies for ADBC GD to build up its non-material stimulation system.