Research On Motivation Strategies Of New Generation Employees Of Bank B Tianjin Branch

Taking the new generation employees of Bank B Tianjin Branch as the research object,this paper studies the incentive status of the new generation employees of Bank B Tianjin Branch through questionnaire survey,and puts forward targeted improvement measures based on the analysis of theoretical research and management measures.Through literature review,this paper systematically combs the main issues of new generation employee management in commercial banks,such as classical incentive theory,job satisfaction,work values,work engagement and emotional labor.This paper holds that for the management of the new generation of employees in commercial banks,we should take full account of the personality and work values of the new generation of employees,clarify the needs and preferences of employees,and improve the human resources management system of enterprises in accordance with the principle of fairness and the logic of the expectation theory,so as to further enhance employees' job satisfaction and work engagement level,and to reduce the negative effects of emotional labor.Through a questionnaire survey of 263 new generation employees of Bank B Tianjin Branch,this paper finds out the incentive status of new generation employees of Bank B Tianjin Branch on the basis of standardized statistical test and statistical analysis.Survey data show that the level of job engagement of the new generation of employees of Bank B Tianjin Branch is slightly lower.At the same time,the job satisfaction of the new generation of employees in bank B Tianjin branch is in the middle level in the overall level,and the five types of job satisfaction level are interpersonal satisfaction,personal growth satisfaction,training satisfaction,job content satisfaction and salary satisfaction in order from high to low.In addition,the average value dimensions of the new generation of employees in Tianjin Branch of Bank B are quite high in utilitarian orientation,intrinsic preference,interpersonal harmony,innovation orientation and long-term development.In contrast,the value dimensions of long-term development,interpersonal harmony and utilitarian orientation are higher.The average value dimension of orientation and intrinsic preference is slightly lower.This paper also finds that the personal characteristics of the new generation of employees in Tianjin Branch of Bank B,such as gender,marital status,educational background,position,age and length of service,also lead to the differences of the above attitudes and behavioral variables.Finally,based on the results of the survey and the objectives of the strategic transformation of Bank B,this paper puts forward specific management proposals,including optimizing salary and welfare system,improving performance management and performance pay system,increasing job rotation opportunities,improving management trainee system,improving job autonomy and feedback level,strengthening training and development of interpersonal relationship processing ability and leadership ability,optimizing training needs analysis and training evaluation system,as well as strengthening the construction of enterprise culture.