随着社会的发展，企业的人才结构已发生重大变化，“90后”新生代员工在企业中占比越来越大，成为了职场的主力群体，对企业的发展有着极其重要的作用，他们经历了特殊的社会背景，与“70、80后”有着明显的区别，富有鲜明的时代特征。如何提升新生代员工忠诚度成为了企业和研究人员越来越关注的问题。

      本文通过梳理过往相关文献，采用访谈法和问卷调查法，探讨企业新生代员工忠诚度现状及其影响因素。通过访谈分析得出，大部分新生代员工都有过两次以上跳槽经历，对企业的忠诚度和归属感普遍偏低，流失率较高，而新生代员工关注频次最高的因素也是影响他们忠诚度最主要的因素，这决定着他们是否能够持续地忠诚于企业。企业因素中，新生代员工最关注管理制度和薪酬福利；领导因素中，新生代员工最关注领导的风格和个人能力；工作因素中，新生代员工最看重其工作内容和个人发展。结合访谈分析结果，笔者对金融行业员工进行了忠诚度问卷调研,共收集样本244份，其中新生代员工样本125份，数据回收后采用SPSSAU对问卷结果进行了分析。通过描述性统计分析得出，新生代员工是目前行业内主要的就业群体，他们呈现出高学历、高收入、忠诚度偏低、稳定性差的特征，并对目前所在企业都不太满意，大多属于被动忠诚。通过方差分析得出，新生代员工忠诚度会受到岗位级别和收入两类个人特征因素的影响。通过相关分析得出，企业、领导、工作三类因素均与新生代员工各忠诚度之间有显著性正相关关系。通过回归分析得出，企业因素、领导因素、工作因素全部会对新生代员工忠诚度产生正向影响关系。其中，影响新生代员工持续忠诚最显著的是企业因素，影响新生代员工情感忠诚最显著的是工作因素，影响新生代员工规范忠诚最显著的是领导因素。

       最后，根据研究结论，本研究在培养新生代员工持续忠诚、情感忠诚、规范忠诚方面分别提出了几点建议，以帮助企业加强对新生代员工的管理，为后续新生代员工忠诚度的进一步研究提供参考。

      With the development of society, great changes have taken place in the talent structure of enterprises. The new generation of "post-90s" employees account for an increasing proportion in enterprises and become the main group in the workplace. They play an extremely important role in the development of enterprises. They have experienced a special social background, which is obviously different from "Post-70s and post-80s" and full of distinctive characteristics of the times. How to enhance the loyalty of the new generation of employees has become an increasingly concerned issue for enterprises and researchers.

      By combing the relevant literature, this paper uses the methods of interview and questionnaire survey to explore the current situation and influencing factors of new generation employee loyalty. Through the interview analysis, it is concluded that most of the new generation employees have more than two job hopping experiences, with low loyalty and sense of belonging to the enterprise and high turnover rate. The most important factor that new generation employees pay attention to is also the most important factor influencing their loyalty. Among the enterprise factors, the new generation of employees are most concerned about the management system and salary; Among the leadership factors, they pay most attention to leadership style and personal ability; Among the work factors, they pay most attention to the work content and personal development. Combined with the results of interview analysis, the author conducted a questionnaire survey on the loyalty of employees in the financial industry. A total of 244 samples were collected, including 125 samples of new generation employees. After data collection, this paper uses SPSSAU to analyze the questionnaire results. Through descriptive statistical analysis, it is concluded that the new generation of employees are the main employment group in the industry. They show the characteristics of high education background, high income, low loyalty and poor stability. They are not satisfied with the current enterprises, and most of them are passive loyalty. Through the analysis of variance, it can be concluded that the loyalty of new generation employees will be affected by the position level and income. Through the correlation analysis, it is found that there is a significant positive correlation between the loyalty of the new generation employees and the three factors of enterprise, leadership and work. Through the regression analysis, the enterprise factors, leadership factors and work factors all have a positive impact on the loyalty of the new generation of employees. Among these factors, the most significant factor affecting the new generation employees' continuous loyalty is the enterprise factor, the most significant factor affecting the new generation employees' emotional loyalty is the work factor, and the most significant factor affecting the new generation employees' normative loyalty is the leadership factor.

       Finally, in order to help enterprises strengthen the management of new generation employees and provide reference for further research on the loyalty of the new generation employees, this paper puts forward some suggestions for the enterprise to cultivate the continuous loyalty, emotional loyalty and standard loyalty of the new generation employees.