在企业管理过程中，人员离职是一个不可避免的问题，员工离职保持在正常水平 有助于团队优化，同时也是对企业人力资源的更新。然而，如果在短 期内出现员工地 集中离职，尤其是业务骨干的大量离职，合理的离职演变成人才的流失，势必会对正 常经营造成严重影响，比如中科院合肥研究员 90 多人集体离职。因此，对 相关企业 来说，认真对待员工离职问题，深入系统地思考原因并设计对策，是人力资源管理工 作中亟待解决的当务之急。 伴随着我国经济的迅猛发展，商业银行快速扩张，员工 离职问题日益突出。作为 一家国有银行，中行 L 市分行近年来也备受员工离职问题困扰，尤其是具有多年工作 经验的业务骨干纷纷离职，使银行的人力资源管理工作陷于招聘- 培训-离职的不良循 环，不利于业务工作的正常开展和竞争力的持续提升。 本次研究以中行 L 市分行为基础，深入探究了员工离职问题。阐明研究背景的同 时将相关理论进行整 合，并对该银行当前人力资源现状作以介绍。在对员工离职原因 信息的采集上，通过员工访、问卷调查，分析员工离职原因以及意向。通过对相关数 据的系统分析，我们发现导 致中行 L 市分行员工离职的主要原因集中在行业系统对业 务骨干旺盛需求与高薪吸引、银行内部对员工物质激励与成长通道的有限满足，以及 员工个人职业成长与激励诉求难以 满意等三个方面。针对上述原因，本文认为中行 L 市分行应当对员工离职实施差异化管理，重点加强对于核心业务骨干的非正常离职管 理。具体从应对外部环境压力、优化银行 自身激励工作以及引导员工个人诉求方面着 手。为确保对策建议能够落实，真正做好员工离职管理工作，我们还从制度、组织、 领导和个人保障四个方面，进行了探讨并提出建 议。 最后，本文以一家银行为样本所做的研究，就导致员工离职的原因和解决问题的 对策所做的讨论难免存在局限，研究结论与对策建议的普适性有待改进，后期需要丰 富与扩 展样本来加以完善，这也是下一步研究工作的重点。 关键词：中行 L 市分行；员工离职；差异化管理中行 L 市分行员工离职问题研究 I ABSTRACT In the process of business management, personnel resignation is an inevitable problem. Maintaining employee resignation at a normal level is helpful for team optimization and is also an update of corporate human resources. However, if there is a concentrated resignation of employees in the short term, especially a large number of resignations of business backbones, reasonable resignations evolve into a loss of talents, which will inevitably have a serious impact on normal operations, and even sustainable development will be unsustainable, such as a researcher from Hefei, Chinese Academy of Sciences More than 90 people resigned collectively. Therefore, for related companies, taking the issue of employee resignation seriously, thinking deeply and systematically about the reasons and designing countermeasures, is an urgent task to be solved in human resource management. With the rapid development of my country’s economy and the rapid expansion of commercial banks, the problem of employee turnover has become increasingly prominent As a state-owned bank, Bank of China L City Branch has also been plagued by the issue of employee turnover in recent years. In particular, business backbones with many years of work experience have left. This has caused the bank's human resource management work to fall into the cycle of recruitment-training-resignation, which is not conducive to The normal development of business work and the continuous improvement of competitiveness. Based on the Bank of China's L city branch, this study has deeply explored the issue of employee turnover.Clarify the research background while integrating relevant theories, and introduce the current human resources status of the bank. In the collection of information on the reasons for employee resignation, a combination of employee interviews and questionnaire surveys are used to obtain information on the resignation reasons of the resigned employees and the resignation tendency of the incumbent employees. Through systematic analysis of relevant data, we found that the main reasons that led to the resignation of employees of the Bank of China L City Branch were concentrated in the industry system’s strong demand for business backbones and high salaries, the bank’s limited satisfaction with employee material incentives and growth channels, and employees’ personal occupations Growth and motivational demands are difficult to satisfy in three aspects. In response to the above reasons, this article believes that Bank of China L City Branch should implement differentiated management of employee resignation, focusing on strengthening the management of abnormal resignation of core business backbones. Specific from Dealing with external environmental pressures,II optimizing the bank’s own incentive work, and guiding employees’ personal demands. In order to ensure the implementation of countermeasures and suggestions, and truly do a good job in the management of employee turnover, we also discussed and made suggestions from four aspects: system guarantee, organizational guarantee, leadership guarantee and personal guarantee. Finally, the research conducted in this article with a bank as a sample has inevitably limited discussions on the causes of employee turnover and the countermeasures to solve the problem. The universality of the research conclusions and countermeasures and suggestions needs to be improved, and the sample needs to be enriched and expanded later. To be improved, which is also the focus of the next research work. Key words:Bank of China City L Branch; employee turnover; differentiated management 中行 L 市分行员工离职问题研究中行 L 市分行员工离职问题研究 1 目 录 第一章 绪 论.................................................................................................... 1 第一节 选题背 景.............................................................................................................. 1 第二节 研究意 义.............................................................................................................. 2 一、理论意 义................................................................................................................ 2 二、现实意 义................................................................................................................ 2 第三节 国内外研究现 状..................................................................................................2 一、国外关于员工离职问题的研 究............................................................................ 2 二、国内关于员工离职问题的研 究............................................................................ 4 三、研究述 评................................................................................................................ 6 第四节 研究思路和研究内 容..........................................................................................6 一、研究思 路................................................................................................................ 6 二、研究内 容................................................................................................................ 6 第二章 员工离职的概念界定与理论基 础......................................................8 第一节 基本概 念..............................................................................................................8 一、银行员 工................................................................................................................ 8 二、员工离 职................................................................................................................ 8 第二节 员工离职的相关理 论..........................................................................................9 一、员工职业生涯管理理 论........................................................................................ 9 二、工作匹配理 论........................................................................................................ 9 三、激励理 论.............................................................................................................. 10 第三章 中行 L 市分行基本情况与员工离职现 状.