The New Generation Of Knowledge Workers Psychological Impact On The Engagement Of Capital

Today, the new generation of employees who were born after1980s or1990s, have embarked on society, and gradually become the main force in the enterprises development. Relative to older employees, the new generation of employees showing a good educational background, full of confidence, and particularly strong liquidity; poor psychological adjustment, mental health problems are more prominent, and some personality traits. These personality traits lead to the new generation of employees’emergence the higher frequency of turnover and absenteeism. Face their more serious mental health problems and high turnover rate, how targeted the personality characteristics of the new generation of employees to manage and motivate them to improve their mental health and their behavior to improve their engagement, has become an indispensable part of modern enterprise human resource management strategy.Based on the above background, this article as the older and new knowledge employees for the object, to explore the status quo of their psychological capital and engagement respectively, and to explore the relationship between two variables, then targeted the study results put forward a new management and incentive strategy for the new generation of employees, view to provide reference for the new generation of employees’management practices of modern enterprise.On the basis of the results of an overview on the psychological capital, the engagement, as well as the new generation of employees, this paper provides the research framework. Through a questionnaire survey a sample of339older and new employees, including227new generation of knowledge employees sample. Then use the SPSS17.0analysis Software to explore the status of the older and new knowledgeable employees’psychological capital and engagement, and explore the relationship between two variables. The conclusions are as follows: 1. The psychological capital and engagement of the older and new knowledge employees are significant differences, and the levels of the new generation of knowledge employees’ psychological capital and its various dimensions and engagement are lower than the levels of older employees.2. The psychological capital and its various dimensions and engagement of the older and new knowledge employees there is a significant positive correlation, and compared with each dimension of psychological capital, the correlation between the older and new employees’ whole psychological capital and their engagement correlation showing the most significant conditions, and the correlation of two groups of employees’ whole psychological capital and engagement to be stronger.3. The older and new knowledge employees’ psychological capital and its dimensions are positive influence on their engagement. The older employees’ whole psychological capital, hope and self-confidence are positive influence on their engagement, and their resilience and optimism are weaker influence on the engagement. Addition, the new generation of knowledge employees’ whole psychological capital, hope, self-confidence and resilience are positive influence on their engagement, and their optimism showing a weaker influence on the engagement.