Research On Staff Turnover In G Bank S Branch Based On Price-Mueller Model

Faced with the continued decline of the regional economy,increasing pressure on asset quality,and increasingly stringent external regulatory standards,state-owned commercial banks have been challenged by their outdated systems and management methods,and have a stable,efficient,and courageous The hard workforce is the fundamental guarantee for its business development in adversity.In recent years,the downward trend of the economy in the S area is still obvious,and the general operating difficulties of enterprises have caused the banking industry in the S area to face huge challenges,especially the large-scale employee turnover has become an important issue that commercial banks have to face.As the second-level branch of a state-owned commercial bank,G Bank S Branch has been established in S City for more than 30 years.Its inherent system and operating philosophy are relatively outdated.In the face of a complex market environment,its business strategy adjustment is not timely enough,resulting in poor overall management and employee compensation levels.dramatically drop.In addition,there are many shortcomings in the management of G Bank S Branch itself,leading to a large staff loss,which has a great impact on the human resources management,operation and development of G Bank S Branch.This in turn leads to the loss of recruitment and training costs,which seriously affects the morale and enthusiasm of working employees,and the sharp decline in service quality,which ultimately results in a serious loss of bank customer resources and business.Therefore,how to effectively control staff turnover has become an urgent problem to be solved.This article is guided by the theory of employee turnover at home and abroad,and based on the Price-Mueller(2000)model.It considers the environmental,individual,and structural factors to influence the mediating variables of employee job satisfaction,organizational commitment,and job search opportunities,and ultimately affects employees.Lose intention.Using a combination of on-site interviews and questionnaires,the current situation of employee turnover at G Bank S Branch was investigated in depth,and the main reasons for employee turnover were further analyzed based on data support.The research found that the reasons for the large number of staff turnover are as follows:low salary and benefits,abundant external opportunities,blocked promotion channels,excessive work pressure,and low job autonomy.In view of the above reasons,this article proposes the following countermeasures and rationalization suggestions: First,adjust the salary distribution system to ensure the incentive,rationality,long-term and difference of salary,and adjust the existing welfare guarantee system to give full play to welfare policies Role.The second is to broaden the promotion channels for employees,and formulate a scientific and effective promotion mechanism to avoid the situation of employees 'long-term career changes or excessive promotion speed,and to maintain the rationality of employees' promotion rhythm.In the process of promotion,strictly adhere to the established system requirements to ensure that the system can be properly implemented.The third is to do a good job of employee pressure management.G Bank S branch establishes a regular communication mechanism with employees through the union,human resources department and other departments.Bank managers should pay attention to the employees' inner thoughts,help employees solve difficulties encountered in their work,and help employees release.Working pressure.The fourth is to do a good job career planning: according to the characteristics of employees at different stages,set up different career plans for them.At the same time,regular job rotation is strengthened to prevent employees from staying in the same job position for a long time.This article studies the phenomenon of large staff turnover at G Bank S branch.After identifying the main influencing factors of staff turnover in the bank,it provides solutions to reduce the staff turnover.At the same time,it provides a reference for China's state-owned commercial banks represented by the G Bank S branch to optimize the personnel training mechanism,improve employee loyalty,enhance the combat effectiveness and cohesion of the workforce,and promote the long-term and stable development of the bank.It provides a certain reference for related research and has certain practical significance.