| In recent years,China’s banking industry has faced a continuous trend of staff turnover,of which young employees account for a relatively large proportion.According to data disclosed by listed companies,from 2015,when the banking industry entered a new normal of growth,to 2020,before the outbreak of COVID-19,the staff turnover of six large state-owned banks,including Industrial and Commercial Bank of China,Agricultural Bank of China,China Construction Bank,Bank of China,Bank of Communications and Postal Savings Bank,reached70,000.Among them,the staff turnover of Agricultural Bank reached 37,000.However,there were 30,000 young employees under the age of 30 alone,which was maybe detrimental to the talent reserve of Agricultural Bank of China and the development of its branches.Due to the special geographical location,scale and structure of the Sub-branch A of Chengdu Branch of Agricultural Bank of China,as well as other actual conditions,the loss of young employees was relatively obvious.In order to better help Sub-branch A cultivate its talent team,improve management and better serve the local economic development,this thesis studied the turnover of its young staff.Through the hierarchy of needs theory,two-factor theory,expectation theory and other relevant theories,combined with the actual situation of Branch A to analyze the main reasons for the loss of young staff.According to the relevant theories,a questionnaire was designed to obtain the evaluation of the outgoing young staff’s respondents by scoring from 1 to 5.In this thesis,descriptive statistics,cross-tabulations and factor analyses were conducted on the questionnaire answers to finally extract the factors that explain employee turnover.It is found that the factors affecting the turnover of young employees in Branch A included operational effectiveness and fairness,treatment of employees,sense of security and the level of integration into the work environment,employees’ enthusiasm and creativity,and cost of dimission among others.By explaining these factors,this thesis has identified five reasons for the turnover of young employees in Branch A.In order to prove the reliability of the analysis conclusion on the turnover of young employees,this thesis also conducted a satisfaction survey and unstructured interview on on-the-job young employees.The survey and interview results are basically consistent with the conclusion of factor analysis,indicating that the factors extracted in this thesis have strong explanatory ability.The contributions of this thesis are as follows.First,a more comprehensive questionnaire was designed based on the three explanatory theories.Simultaneously,this thesis adopted the comprehensive use of cross-tabulation and factor analysis for detailed discussion in the analysis of the questionnaire findings.Second was the proposal of an operational and institutionalised management improvement plan to improve the problems existing in the aforementioned study in Branch A.It also provides guarantee from four aspects,including organisation,salary,corporate culture and human resources.The expected objectives were to improve the system of Branch A,reduce the turnover rate of young staff and improve the core competitiveness.Compared with the existing studies of the same type,these two points highlighted a more systematic view in terms of reasoned discussion and problem solving.The research in this thesis not only enriches the case of human resource management in commercial banks theoretically,but also provides reference for Agricultural Bank of China and other similar state-owned commercial banks in dealing with the management of youth staff turnover in practice. |
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