Research On The Improvement Of The Incentive Mechanism For Knowledge-based Employees After The Merger And Reorganization Of ZY Bank From The Perspective Of Psychological Contrac

In the complex and ever-changing external operating environment of the financial industry,mergers and acquisitions between commercial banks have become a major practice for risk resistance.In organizational change,companies cannot rely solely on the economic and institutional contracts used in the past to motivate their employees.Therefore,the effect of psychological contracts on employee motivation is becoming increasingly apparent and deserves the attention of managers.After completing the merger and restructuring,ZY Bank experienced significant fluctuations in the operating status and knowledge-based employee turnover of the merged institutions.Thus,solving the incentive mechanism problem for knowledge-based employees after the restructuring has become a key factor for the sustainable development of the company.From the perspective of psychological contracts,this article explores the incentive mechanism problem for knowledge-based employees.Taking Branch A,which was absorbed and merged by ZY Bank,as an example,the article uses questionnaire and interview methods to conduct a detailed analysis of the three dimensions of the psychological contracts of knowledge-based employees at Branch A,and raises some issues.Through the analysis of the expectations of knowledge-based employees before the company merger and the degree of fulfillment of the company’s responsibilities and the degree of psychological contract breach,it was found that there is the following relationship between employees’ perceptions of the three dimensions of psychological contracts: relational>transactional,developmental>transactional.Based on the interview analysis,it was discovered that there were issues with the existing incentive mechanism at Branch A,including issues with the salary and rewards system,performance evaluation incentives,promotion channels,and training system design.To address the inadequacies of the incentive mechanism for knowledge-based employees,and following the principles of respect,differentiation,and transition,this article proposes improvements to the incentive mechanism for knowledge-based employees based on the three dimensions of psychological contracts.Firstly,to improve the transactional dimension,the salary and rewards system for knowledge-based employees needs to be improved,benefits should be increased,the performance evaluation system should be perfected,and the work environment should be made more comfortable.Secondly,to improve the relational dimension,knowledge-based employees should be given humane care,and the corporate culture atmosphere should be developed.Finally,to improve the developmental dimension,the promotion path for knowledge-based employees should be broadened,their professional development needs should be met,and personalized training needs should be enhanced.In addition,the leadership and management of the company should fully recognize and support the employee incentive mechanism,and the coordination and cooperation between the incentive mechanism and other systems need to be continuously strengthened.Through the research on the improvement of the psychological contract incentive mechanism for knowledge-based employees at Branch A of ZY Bank under the background of merger and restructuring,this article adheres to the principle of "putting people first," providing ideas and references for the incentive mechanism problem of employees in other domestic companies of the same kind.