A Study On The Non-material Motivation Factors Of Knowledge Workers Of The New Generation

Since the21st century, the knowledge-based economy based on "new economic growth theory" by U.S. economist Paul M. Romer and Robert Lucas’s in1983has dominated the world economy. Knowledge has become one of the scarce resources of modern enterprise, and the enterprise has put more emphasis on the knowledge to foster the competitiveness of enterprises. Knowledge workers of the new generation as the main force of the modern enterprise and the main body of knowledge creation, is the key for modern enterprises to obtain sustainable competitive. The management of knowledge workers of the new generation becomes the core of the modern enterprises human resource management. The most concerned problem is how to retain and attract the new generation of knowledge workers with intellectual creativity and how to use and tap their creativity efficiently, except making sure to maintain the competitive edge of modern enterprise in the marketing environment of the rapid updating knowledge. Therefore, it becomes a great challenge for modern enterprise human resource management to establish an effective reasonable incentive policy for knowledge workers of the new generation, which is based on the accurate grasp of the characteristics of knowledge workers and understanding the effect of the various incentives for workers.Based on the special significance of non-material incentives for knowledge workers and the huge demand of knowledge workers of the new generation of non-material incentives, this paper expands empirical study of non-material incentives on knowledge workers of the new generation. Firstly, according to the results of interviews to knowledge workers of the new generation, this paper extracts14non-material incentives well summarized knowledge workers of the new generation needs of the non-material incentives and frames a non-material motivational factors model on knowledge workers of the new generation. And then, by designing the questionnaire and through questionnaire survey obtained research data, this paper based on the hypothesis model using SPSS19.0statistical software to study non-material incentive factors on knowledge workers of the new generation in-depth and comprehensively, then come up the conclusions of this study:(1) Knowledge workers of the new generation believe that the14non-material incentives have a very important incentive effect and their importance ratings are high, the average score at least4.0points. They think the top five non-material incentives of the most importance are leading quality (4.47), working challenge (4.39), promoting development (4.36), management system (4.35) and interpersonal relationship (4.32).(2) Knowledge workers of the new generation express a low satisfaction of14non-material incentives with an average score of less than3.5. The most dissatisfied5motivating factors are training and study (3.18), management system (3.17), promoting development (3.17), prospect of company (3.01), and Management by participation (2.95). The dissatisfaction shows that companies are not able to be better meeting the needs of knowledge workers of the new generation for the demand of non-material incentives.(3) The14non-material incentives for t knowledge workers of the new generation can be summarized and refined as three incentive factors:personal development factor, working value factor and working environment factor. Personal development factor includes six motivating factors which are working achievements, the ability to play, management by participation, career development, training and study, prospect of company. Working value factor contains four incentives which are working stable, working challenge, working autonomy and working interest. Working environment factor includes four factors with leading quality, management system, corporate culture and interpersonal relationship.(4) There is a significant difference between the importance of the non-material incentives that the new generation knowledge workers subjectively judged and the actual satisfaction of them that knowledge workers of the new generation feel. The importance of the non-material incentives that knowledge workers of the new generation judged is generally higher than their actual feelings of the satisfaction with the non-material incentives. This showed knowledge workers of the new generation to the non-material incentives actually felt satisfaction does not meet their expectations, this can’t be good to stimulate their work enthusiasm.(5) Different background of knowledge workers of the new generation will variably affect the judgment of the importance of non-material incentives factors. Knowledge workers of the new generation who has greater the age and gets the higher education attach more importance to the value of the work. The married knowledge workers relatively attach more importance to the value of the work. Compared with employees engaged in research and technology research, the employee engaged in the administrative, management, sales staff and development work pay more attention to the institutional environment. At the same time, along with the growth of the age, knowledge workers of the new generation shoulder greater responsibilities, they more emphasis on self-development prospects.(6) Knowledge workers of the new generation actually feel the satisfaction of14non-material incentives with the degree of incentive was a significant positive correlation, improve the satisfaction of the non-material incentives can help enterprises to enhance the satisfaction of knowledge workers of the new generation with the degree of non-material incentive effect.Finally, this paper presents the corresponding incentive strategy on personal development, working value, working environment, which is based on the conclusions of empirical research on the issue about non-material incentives for knowledge workers of the new generation.