Study On The Motivation Of After 80s Employees

In the highly competitive era, how to build a competitive organization is a common topic that all enterprises concern about. After years of practice, business managers come to realize that the talent played a central role in the competition and only to pay more attention on the training and incentive can form the core competitiveness of enterprises. Many companies use simple materials to motivate staff and equal treatment to all employees, but they lack the incentives for special groups, and the effect of these is limited. Therefore, enterprises that want to effectively motivate employees, must to be fully aware of the special needs of different groups and combined with the enterprise's own situation, establish an effective and innovative incentive mechanism.The"after 80s"employees in the workplaces is a new generation groups, they not only have the common characteristics of the young age in other generations, but also have their distinct characteristics of particular context. With the after 80s employees into the workplace, it bring new management challenges. How to motivate and manage this particular group has attracted the attention of academic and management circles. Only motivate the after the 80s employees effectively, can we effectively improve business efficiency, and to ensure the long-term development.This dissertation penetrates into the motivation issue of the after 80s staff with the combination methods of theoretical study and empirical analysis. In this article, it begins with the basic concepts of after 80s and motivation. First of all, it describes several motivation theories and the after 80s' characteristics in detail, which provides a theoretical basis and ideological basis for seeking the root causes of problems and problem-solving approach. Secondly, the author does a survey by questionnaire analysis about the after 80s staff's problems of the existing incentive and the reasons for the above problems, and recognizes the demand factors which can truly inspired the after 80s employees. Thirdly, it again discusses the after 80s'incentive problems. Combined with the after 80 personality characteristics and motivation demand factors, it suggests that enterprises should encourage them in five areas of the material incentives, spiritual motivation, growth incentives, achievement incentives and negative incentives. Finally, the author summarizes and points out the inadequacies of the study, and future prospect are put forward.