工商管理学院知识库

  随着时代的发展，新生代知识型员工在企业中所占的比重越来越大，并逐渐成为了企业职场中的主力军。新生代知识型员工普遍具备较高的文化程度、学习能力和逻辑思维能力，更容易接受新事物，同时也具备更高的创新能力和竞争优势，但随着大数据、云技术和移动互联发展以及新一轮技术创新时代的来临，引入知识型人才已经成了地方商业银行发展的必然趋势，对于新生代知识型员工的职业生涯规划管理成为了众多学者普遍关注的问题。

  本文以甘肃银行白银分行员工为研究对象，在梳理国内外有关新生代知识型员工职业生涯规划相关研究文献的基础上，首先运用问卷调查法，从晋升、培训、提供职业信息、组织自我认识的活动四个方面对白银分行新生代知识型员工对现行职业生涯规划管理的满意度进行调查，以发现存在的问题。然后，根据实际存在的问题展开了访谈，并经过对访谈资料的汇总梳理得出：新生代知识型员工对晋升满意度低的主要因素是：职业生涯规划方向不清晰、职业发展路径不畅通、岗位轮换制度执行难；关于培训满意度低的主要原因是：培训方式不科学、培训需求分析定位不明、培训模式不够健全；关于提供职业信息满意度低的主要因素是：提供信息不全面、提供的方式和渠道不畅通；新生代知识型员工对组织自我认识的活动满意度低的主要原因是：组织自我认识的活动内容不够丰富、组织形式形式单一。再次，本文结合职业生涯发展阶段理论、职业锚理论和需求层次理论等针对上述问题给出了具体的改进优化措施。最后，文章结合甘肃银行白银分行的实际情况，给出了改进措施有效执行的制度保障和组织保障。

  希望本文的研究能够帮助甘肃银行白银分行改进新生代知识型员工职业生涯规划管理，提高新生代知识型员工满意度，增强员工的归属感，激发工作热情，为甘肃银行白银分行留住人才，推动白银分行业绩更好的发展。同时为其他企业新生代知识型员工职业生涯规划管理的改进提供借鉴。

    Research on the improvement of career planning management of the new generation of knowledge workers in Baiyin branch of Bank of Gansu with the development of the times, the proportion of the new generation of knowledge workers in the enterprise is becoming larger and larger, and has gradually become the main force in the enterprise workplace. The new generation of knowledge-based employees generally have higher education level, learning ability and logical thinking ability, are easier to accept new things, and also have higher innovation ability and competitive advantage. However, with the development of big data, cloud technology and mobile Internet and the advent of a new era of technological innovation, the introduction of knowledge-based talents has become an inevitable trend in the development of local commercial banks, Career planning and management for the new generation of knowledge workers has become a common concern of many scholars.

    Taking the employees of Baiyin branch of Bank of Gansu as the research object, based on combing the relevant research literature on the career planning of the new generation of knowledge employees at home and abroad, this paper first uses the questionnaire survey method from promotion, training, providing career information Organize self-awareness activities to investigate the satisfaction of the new generation of knowledge employees of Baiyin branch with the current career planning management from four aspects, so as to find the existing problems. Then, according to the actual problems, the interview is carried out, and through the summary and sorting of the interview data, it is concluded that the main factors of the new generation of knowledge workers' low satisfaction with promotion are: unclear career planning direction, unimpeded career development path and difficult implementation of post rotation system; The main reasons for low training satisfaction are: unscientific training mode, unclear training demand analysis and positioning, and imperfect training mode; The main factors of low satisfaction with the provision of career information are: the provision of information is not comprehensive, and the ways and channels of provision are not unblocked; The main reasons for the low satisfaction of the new generation of knowledge workers with organizational self-awareness activities are: the content of organizational self-awareness activities is not rich enough and the organizational form is single. Thirdly, combined with career development stage theory, career anchor theory and demand level theory, this paper gives specific improvement and optimization measures for the above problems. Finally, combined with the actual situation of Baiyin branch of Bank of Gansu, this paper gives the institutional and organizational guarantee for the effective implementation of improvement measures.

    I hope this research can help Baiyin branch of Bank of Gansu improve the career planning and management of the new generation of knowledge employees, improve the satisfaction of the new generation of knowledge employees, enhance employees' sense of belonging, stimulate work enthusiasm, retain talents for Baiyin branch of Bank of Gansu and promote the better development of Baiyin branch performance. At the same time, it provides reference for the improvement of career planning management of new generation knowledge employees in other enterprises.