Research On The Reasons And Management Countermeasures Of Post-95 Employees’ Voluntary Departure In J Bank X Branch

From 2003 to 2013,it was hailed as the golden decade of China’s banking industry development.During this decade,it was not only a decade of rapid expansion of bank profits,but also a decade of dignity,stability,high income,and iron rice bowls for bank employees.Many people born in the 1960 s and 1970 s believed that entering a bank meant stability,high salaries,and benefits,especially in the four large state-owned commercial banks: Bank of China,Agricultural Bank of China,Industrial and Commercial Bank of China,and China Construction Bank.This meant status,position,and wealth.However,with the rapid development of the national economy,the banking market has undergone changes,with foreign banks entering the domestic market in large numbers,and more than ten domestic joint-stock commercial banks such as Minsheng Bank,Hua Xia Bank,and Everbright Bank emerging.City banks have also seized customers through local advantages.China Banking and Insurance Regulatory Commission and the People’s Bank of China are increasingly strict in supervision,and the golden rice bowls of the four major banks are no longer as appealing.The banking industry is no longer the preferred choice for young people,especially the post-1995 generation.Many post-95 s have chosen to resign after joining state-owned commercial banks.To further explore the reasons for voluntary turnover of post-95 bank employees,this article mainly collected data samples through questionnaire surveys and one-on-one interviews,and conducted descriptive analysis,correlation analysis,and regression analysis from the perspectives of psychological contract and organizational socialization.The results show that,from the perspective of psychological contract,the active resignation of post 95 employees in Bank J Branch X is greatly influenced by transaction contracts and development contracts,while from the perspective of organizational socialization,it is greatly influenced by organizational culture,job competence,and interpersonal relationships.Based on the above research,five measures are proposed: firstly,to strengthen the construction of the salary system;The second is to pay attention to the entire life cycle management of employees and smooth the promotion channels;Third,to create a good corporate culture atmosphere;Fourth,strengthen training and enhance business confidence.Fifth,smooth communication channels and build a communication platform.This article summarizes the characteristics of post-95 employees who have left J Bank X branch and provides some suggestions for talent development and salary system construction in the future.It is hoped that this research can provide guidance and reference for reducing the voluntary turnover rate of post-95 employees in J Bank X branch,especially in the banking industry as a whole.