STUDY ON THE MANAGEMENT OF NEW GENERATION EMPLOYEE SEPARATION IN STATE-OWNED COMMERCIAL BANKS: TAKE X BANK AS AN EXAMPLE

  • Huangrongshang Chen Rangsit University, Bangkok
Keywords: state-owned commercial banks, the new generation of employees, leave management

Abstract

After China’s financial industry having entered into rapid development with China’s accession to the WTO, joint-stock commercial banks have also risen in various places, and the number of branches established by foreign banks in China has gradually increased, showing that they were once monopolized as China’s financial industry continues to reform and develop. The status of the four state-owned joint-stock commercial banks has been shaken.

This paper focuses on the definition and characteristics of the new generation of employees, using Bank X as an example, the current development of Bank X and the current development of the new generation of Bank X employees, and the negative impact of the new generation of Bank X employees after their departure. A comprehensive analysis of the reasons for their resignation was conducted, and on this basis, the countermeasures were put forward to reduce the turnover rate of the new generation of employees in state-owned commercial banks, hoping to provide a proper resignation management plan, so that Bank X can proceed from its own reality and strengthen the state-owned company. The commercial bank management and construction adopt corresponding strategies to reduce the turnover rate of the new generation of employees and stabilize the countermeasures of talent team building. 

Author Biography

Huangrongshang Chen, Rangsit University, Bangkok

Lecturer, Rangsit university, Pathum Thani, Bangkok, Thailand

Research interest: management, HRM, models of innovative HRM

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Published
2021-09-30
How to Cite
Chen, H. (2021). STUDY ON THE MANAGEMENT OF NEW GENERATION EMPLOYEE SEPARATION IN STATE-OWNED COMMERCIAL BANKS: TAKE X BANK AS AN EXAMPLE. The EUrASEANs: Journal on Global Socio-Economic Dynamics, (5(30), 49-59. https://doi.org/10.35678/2539-5645.5(30).2021.49-59