Research On Motivation Improvement Of Young Employees In H Branch Of Agricultural Development Bank Of China

As the only agricultural policy bank in China,each operating institution of Agricultural Development Bank is facing the problems of relatively insufficient human resources,aging leadership teams,lack of high-level management talents and core professionals to varying degrees,etc.As the social responsibilities and political missions undertaken in the economic development environment continue to expand,and the requirements for standardization,digitalization and refinement of operation and management continue to increase,the need for human resources reform of Agricultural Development Bank becomes more and more urgent.The need for human resources reform of the Agricultural Development Bank has become more and more urgent.H Branch of Agricultural Development Bank of China was upgraded to a second-tier branch at the prefecture level in 2015,and the current proportion of young employees under 40 years old is more than three-quarters,with a prominent trend of "polarization" in the age structure of employees.The contradiction of more and more people is becoming more and more prominent,which has a certain typicality and representativeness.Although in recent years,leaders at all levels and relevant staff have taken many measures in how to mobilize and play the enthusiasm of the staff and motivate the young employees to work and take charge,the incentive restraint of the staff is not enough,especially the problem of high work pressure and insufficient motivation of young staff has existed for a long time,and the incentive of young staff is still a prominent weak link in the human resource management of the bank.It is of great practical significance to study the motivation of young employees and propose improvement and optimization measures around the bank’s strategy and business goals to achieve the sustainable development of employees and the enterprise.The survey was conducted by means of anonymous questionnaires and individual interviews to analyze the satisfaction level of young employees of H branch in five dimensions,including salary and benefits,personal growth,staff training,spiritual motivation and working environment.The survey results show that the overall satisfaction level of young employees of H branch is not high,and the satisfaction level of salary and bonus,career promotion,training effect and honor incentive is low,which reflects the problems of young employees’ incentive in H branch: the performance management is unreasonable,and the phenomenon of "more work for those who can" and "laying flat" for employees is not reasonable.First,the performance management is unreasonable,the phenomenon of "those who can work more" and the phenomenon of "laying flat" exist at the same time,and the staff evaluation system is not established.Second,the bonus payment is unfair,and performance is not really linked to achieving "more work,more pay".Third,the "ability to match posts" is not in place,and there are factors limiting the personal growth of young employees in career planning.Fourth,the training effect is not satisfactory,and the contradiction between students and workers is more prominent.Fifth,the unsatisfactory factors of the working environment persist,and the cooperation of corporate culture is not obvious enough.The main reasons for these problems are: the performance management mechanism is not sound enough,the system of performance evaluation is complicated and the object is missing at the same time,it is difficult to carry out performance management in a fine way,the matching of power,responsibility and benefit is not close,and the application of performance evaluation results is not sufficient;the defective design of salary and benefits leads to the distribution of performance bonus,excellent performance but little bonus,weak influence of salary factors,poor timeliness of incentive,and weak policy continuity.Career planning is not enough attention,affected by the overall lack of human resources,lack of development concept,methods and system implementation,"ceiling" for staff promotion,burnout;insufficient investment in training activities,not enough organization,lack of effect tracking and feedback,in time arrangement,plan implementation,activity Insufficient investment in training activities,insufficient organization,lack of effect tracking and feedback,and not reaching the expected level of young employees in terms of time arrangement,plan execution,and form of activities;insufficient protection of employees’ rights and interests due to business development needs also weaken the enthusiasm of young employees to a certain extent,resulting in bad motivation effect of young employees.In view of these problems and reasons,we propose specific measures to improve the incentive of young employees to H Branch of Agricultural Development Bank of China.First,the performance management system should be optimized,mainly by establishing a performance index system,implementing institutional and employee performance management requirements,and making full use of performance appraisal results.Second,the salary structure of employees should be optimized through the reform of the ranking salary of bank employees,etc.,and the mechanism of linking the total salary with appraisal and evaluation,performance salary with business efficiency should be improved,so that the salary income of employees is closely linked with their job performance and actual contribution,and the salary structure of employees should be optimized by standardizing the policy.Third,to raise the importance of career planning,to strengthen the development and training of young employees,to help and guide young employees in their pursuit of value,to carry out competency evaluation,to continuously optimize the use of human resources,to promote the harmony of the youth team,to deepen the "selection,inspection,education and management".Fourth,it will play the role of training incentive on the basis of sound training demand research and organizational management system,so as to improve the theoretical and practical level of young employees.Fifth,it will protect the rights and interests of young employees,further create a fair and open working atmosphere,and enhance the cultural identity of young employees.Motivation of young employees will be a long-term issue for Agricultural Development Bank,especially H Branch of Agricultural Development Bank of China.Through a specific management system and policy basis to form a good human environment and spiritual experience,more motivating human resources work can further develop the unlimited potential of young employees,activate organizational vitality and create new values.