Research On The Turnover Of Grass-roots Employees In HF Branch Of HS Bank From The Perspective Of Salary

Over the past 40 years since China's financial reform and opening up,Banks,as an important part of the financial system,have followed the trend of reform,followed the policy of deepening reform,and gradually built a modern banking system that is highly competitive and compatible with the socialist market economy with Chinese characteristics.Since the mid-1990s,in order to eliminate local financial risks caused by urban credit cooperatives,the central financial authority gradually established more than 100 regional urban commercial Banks on the basis of the former credit cooperatives,and expanded market share,improved asset quality and reduced the defective rate by optimizing the operation and management system.With the deepening of financial system reform,the urban commercial banking industry is facing problems such as unclear market positioning and strong development dependence,which seriously hinder its sustainable and healthy development.Clearly positioned business development mode and independent management policy are the effective guarantee for its further expansion,while human resource policy is the key point to ensure the implementation of the mode and policy.Approved by China banking regulatory commission(CBRC)in April 1997,HS bank is the first regional joint-stock commercial bank established jointly by urban commercial Banks and urban credit cooperatives.Its market orientation is "serving local economy,small and medium-sized enterprises and the general public",and it develops rapidly compared with similar urban commercial Banks.However,compared with the four big state-owned Banks in the same region,there are problems such as short establishment time,low popularity,small scale of assets and low market share.Facing the serious macroeconomic environment of the economic downturn,as well as the strategic adjustment of economic structure and transformation and upgrading of the complex regional economic environment,the HS bank need innovation business products system and management system,especially the development of human resources management system and construction,promoting the transformation with innovation,to manage the mass effect,achieve the stability and stability to the good of development goals.The main content of this paper is:in the context of further deepening the reform of financial system,to explore the important role of high-quality grassroots employees in the development of the bank,as well as the dilemma of high turnover rate of grassroots employees faced by HF branch of HS bank,and to study the causes and solutions from the perspective of compensation.First of all,through summarizing the domestic and foreign research on the theory and practice of human resource management of commercial banks,the paper puts forward the necessity of reducing the turnover rate of basic level employees in HF branch of HS bank;secondly,collect the relevant data of turnover rate of basic level employees in HF branch of HS bank by means of questionnaire survey,and find out the problems;finally,analyze the causes of the problems from the aspect of salary system and put 'forward the corresponding countermeasures Countermeasures.Starting from the causes and solutions of the turnover rate of the basic level employees in HF branch of HS bank,this paper analyzes the turnover problem of the basic level employees in HF branch of HS bank from the perspective of the' compensation system.The results show that:the total compensation is negatively related to the turnover intention of the basic level employees;the floating compensation is negatively related to the turnover intention of the basic level employees;the incentive of the compensation system is negatively related to the turnover intention of the basic level employees;The fairness of salary system is negatively related to turnover intention of grass-roots employees.This is mainly because:there is a small performance gap between the front and the back of the platform,and the long-term salary incentive is insufficient;the correlation between employee performance and business volume is low,and the evaluation dimension can not stimulate employee enthusiasm.The possible contributions of this paper are:(1)enriching the research on the turnover of basic level employees in urban commercial banks;(2)providing some reference for urban commercial banks to improve human resource management policies.