人才是当代企业发展的基石，现代企业之间的竞争在一定程度上也体现为人才 的竞赛。如何管理好人才，并充分发挥他们的才能，为企业贡献价值是每一个企业 的必须考虑的重要课题。近年来，随着社会经济的发展，金融同业化、混业化程度 的提高，传统意义上员工流动性很低的行业——商业银行，其行内员工的离职事件 也开始层出不穷，作为金融业营销类员工最为富集的行业之一，商业银行营销类员 工的频繁离职将会给其所供职银行，在当前及未来的市场竞争中，带来诸多不利影 响。 目前国内对于商业银行营销类员工离职的研究，其研究内容一方面主要以外国 专家现有的研究模型为参考，在其基础上通过收集部分银行离职人员的数据，并结 合当代社会环境和研究对象进行适度调整，以验证模型在当下环境的可靠性，缺乏 实际价值。另一方面国内对于离职问题的研究多为单因素分析，较少地对多因素综 合进行研究，这将使企业难以在员工出现实际离职行为之前，做出合适的策略调 整。 H 银行安庆分行近年来业务发展突飞猛进，各条线均取得了令人瞩目的业绩。 特别是自 2014 年，针对零售条线实施的“产能倍增计划”后，其业绩发展更是一路 长虹。但“产能倍增计划”的实施，也导致 H 银行安庆分行营销类员工工作压力倍 增，工作时间被动拉长。“产能倍增计划”在队伍建设和机制模式的改变，也致使营 销类员工的日常工作经常处于开会、加班、写材料的循环中。因此自 2015 年来 H 银 行安庆分行营销类员工出现了相较于往年，异常增量的主动性离职的现象。 本文基于 H 银行安庆分行实施“产能倍增计划”后营销类员工出现了一定量主 动性离职的现象为背景，在回溯和展示近现代国内及西方学者对员工离职倾向相关 研究主要成果后，重点结合对 H 银行安庆分行 2015-2017 年员工离职数据统计及对 已离职员工面对面访谈，分析出影响 H 银行安庆分行营销类员工离职倾向的主要原 因，并以此为基础，通过问卷调查的形式，验证影响营销类员工离职倾向的主要因 素。再使用李克特量表总结出影响营销类员工离职倾向具体的六个方面后，作者提 出了五项具体策略：第一，规划薪酬绩效新模式；第二，开辟员工晋升新渠道；第 三，构建基于银行和员工双赢的前景规划；第四，营造更为轻松的工作氛围；第 五，搭建员工自我展望平台。 关键词：营销类员工；离职倾向；因素分析I ABSTRACT Talents are the cornerstone which affects the development of contemporary enterprises. The competition between modern enterprises is also reflected in the competition of talents to a certain extent. How to effectively manage talents and adequately develop their ability to fully devote themselves to enterprises is an important issue that every company must attach great importance on.With the development of social economy and improvement in the degree of financial inter-industry and mixed-industry in recent years, the dimission rate has became greatly increased in some commercial banks where the employees are once to be regarded as with low liquidity in a traditional sense. As one of the industries with the most abundant knowledge employees, the frequent admission of commercial bank employees will bring a lot of adverse effects to the bank in the current and future market competition. At present, the domestic research on the departure of commercial bank employees is mainly based on the existing research models of foreign experts. On the basis of this, the data of some bank resigned personnel are collected to make appropriate adjustments according to the contemporary social environment and research objects. To verify the reliability of the model in the current environment, there is no practical value. On the other hand, domestic research on separation issues is mostly single factor analysis, and less comprehensive research on multiple factors, which will make it difficult for companies to make appropriate strategic adjustments before employees have a tendency to leave. H Bank Anqing Branch has made rapid progress in business in recent years, and all business lines have won remarkable achievements. In particularly, since 2014, the “capacity multiplication plan” for retail business lines has achieved rapid development. However, the implementation of the “Capacity Multiplication Plan” also led to a surge in work pressure for H-Bank Anqing Branch employees and a passive increase in working hours. The change in the team building and mechanism model of the “capacity multiplication plan” has also caused the daily work of marketing employees to be in the cycle of meeting, overtime, and writing materials. Therefore, since 2015, the marketing compartment of H Bank Anqing Branch experienced abnormal increase in active staff resignation compared with previous years. This paper is based on the phenomenon that the marketing staff has experienced a certain number of voluntary resignation after the implementation of the “Capacity Multiplication Plan” by H Bank Anqing Branch. After review of the relevant research reports of the studies on employee turnover intention at home and abroad, combined with H. Bank Anqing Branch's employee turnover statistics for 2015-2017 and face-to-faceII interviews with former employees, this paper is mainly aimed at analysis and verification of the main reasons affecting the turnover intention of marketing staff of H Bank Anqing Branch in the form of questionnaire survey. After using the Likert scale to summarize the six aspects that affect the turnover intention of marketing employees, the author proposed five specific strategies: firstly, planning a new model of compensation performance; secondly, opening up Employees are promoted to new channels; thirdly, building a vision based on a win-win situation for banks and employees; fourthly, creating a more relaxed working atmosphere; and fifthly, setting up a self-vision platform for employees. KEYWORDS: marketing staff; turnover intention; factor analysis1 目 录 第一章 绪论...................................................................................................1 第一节 研究背景与目的..................................................................................................1 第二节 员工离职倾向文献综述......................................................................................2 一、国外对离职倾向研究综述....................................................................................2 二、国内文献对离职倾向研究....................................................................................5 三、对现有文献的总结................................................................................................6 第三节 研究思路与论文结构..........................................................................................7 一、研究思路................................................................................................................7 二、论文结构................................................................................................................8 三、创新与不足............................................................................................................9 第二章 基本概念与基本理论.....................................................................10 第一节 基本概念............................................................................................................10 —、营销类员工.......................................................................................................... 10 二、离职倾向..............................................................................................................10 第二节 基本理论............................................................................................................11 一、激励理论..............................................................................................................11 二、薪酬理论..............................................................................................................12 三、劳动关系氛围理论..............................................................................................12 四、工作满意度理论..................................................................................................13 第三章 H 银行安庆分行概述.......................................................................14 第一节 H 银行安庆分行概况........................................................................................14 —、H 银行现状 .....