随着互联网和智能化技术的快速发展，金融行业正在经历巨大的变革，迎来一个全新时代。商业银行要想在互联网金融和激烈的市场竞争中站稳脚跟，必须拥有一支高素质的专业人才队伍，为企业可持续发展提供强大的动力支持。应当正视的是，员工队伍当中，出生于1980-2000年之间的新生代员工占比增加，并逐渐成为推动企业发展进步的主体。新生代员工成长于社会经济体制变革的时代，受教育程度普遍较高，其价值追求与行事风格与前辈相比有明显不同。新生代员工对薪酬更为敏感，薪酬满意度成为影响其工作积极性和工作效率的主要因素。为此，企业管理者必须适应变化，与时俱进，理解新生代员工的特点，将企业发展与个人需求有机结合，提供具有个性化特色的报酬方案与福利计划，不断提升薪酬管理综合水平。成功的管理是系统地管理，成功的激励是持续地激励。通过提升薪酬满意度，增强新生代员工对企业的认同感和归属感，不断激发新生代员工的积极性和创造性，为企业蓬勃兴旺提供可靠的组织与人才保障。

本文围绕DG银行新生代员工薪酬满意度问题，采用文献综述法和调查研究法，运用公平理论、期望理论、需求层次理论以及全面薪酬理论，梳理国内外有关薪酬满意度的文献，分析新生代员工的整体特点，揭示影响薪酬满意度的主要因素。通过调查研究，从薪酬设计、薪酬结构、激励方式、晋升通道及薪酬公平性等层面发掘DG银行新生代员工薪酬管理工作存在的问题和矛盾，剖析问题背后的根源，提出有效地解决方案，主要包括增强薪酬竞争力、提高浮动薪酬比例、完善绩效考评标准、重塑企业文化理念等措施。

本研究对改善DG银行新生代员工薪酬满意度有参考价值，对同类企业完善薪酬管理有借鉴意义。

With the rapid development of the internet and intelligent technology, the financial industry is undergoing tremendous changes and entering a new era. In order for commercial banks to establish a strong foothold in internet finance and fierce market competition, they must have a highly skilled and professional workforce that provides strong support for sustainable business development. It is important to recognize that the proportion of new generation employees born between 1980 and 2000 is increasing within the workforce and gradually becoming the driving force behind corporate development and progress. The new generation employees grew up in an era of social and economic system changes, with a generally higher level of education, and their values and working styles are significantly different from their predecessors. They are more sensitive to compensation, and their satisfaction with salary becomes a major factor influencing their work enthusiasm and efficiency. Therefore, business managers must adapt to change, keep up with the times, understand the characteristics of the new generation employees, integrate corporate development with individual needs, and provide personalized compensation and welfare plans with unique features, continuously improving the overall level of salary management. Successful management is systematic, and successful incitement is continuous motivation. By enhancing salary satisfaction, strengthening the new generation employees' sense of identification and belonging to the company, and continuously stimulating their enthusiasm and creativity, reliable organizational and talent support can be provided for the thriving of the company.

The present study focuses on the issue of salary satisfaction among the new generation employees at DG Bank. It employs a literature review method and survey research method and draws on theories such as the equity theory, expectancy theory, hierarchy of needs theory, and comprehensive salary theory. It conducts a comprehensive review of domestic and international literature on salary satisfaction, analyzes the overall characteristics of new generation employees, and identifies the main factors influencing salary satisfaction. Through survey research, it uncovers the problems and contradictions in salary management among the new generation employees at DG Bank from the perspectives of salary design, salary structure, incentive methods, promotion channels, and salary fairness. It delves into the underlying causes of these problems and proposes effective solutions, including enhancing salary competitiveness, increasing the proportion of variable salary, improving performance evaluation criteria, and reshaping the corporate culture concept.

This study has value in terms of improving salary satisfaction among the new generation employees at DG Bank and can serve as a reference for similar enterprises in enhancing their salary management.

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