Research On The Measures Of Human Resource Management For New Generation Staff In K Company

With the gradual establishment and increasing improvement of market economy system, thecompetition among enterprises is ultimately the competition among high-quality talents. Therefore, only byattracting talents, retaining talents, cultivating and giving play to talents can an enterprise hold initiative infierce market competition, possess powerful core competitiveness and win long-term development. Withthe proportion of new generation staff in the enterprise staff increases gradually, how to manage the newgeneration staff has become a puzzle for enterprise managers, which brings new challenges to them.New generation staff refers to the staffs who were born during1980~1990at the age between20to33and who have just started work in enterprises and public institutions. Because of the differences in growthenvironments, new generation staffs are featured by the group characteristics of distinct personalities,active thought, strong creativity and being not reconciled to the situation; this is reflected by diversifiedprofessional ideals, high separation rate and strong creativity, etc. in their work. In face of these newgeneration staffs with distinct characteristics, traditional enterprise management measures cannot adapt tothe management for them and cannot meet the growth demand of them. Therefore, the managementproblems of new generation staffs are increasingly prominent, which draws more and more attention ofexperts and scholars. In line with the advantages and disadvantages of the new generation staffs, how togive full play to their working potential has become the main issue for many enterprise managers andscholars. Therefore, the managers need to make corresponding management measures in line with the jobcharacteristics of the new generation staffs, so as to give full play to the role of the new generation staffs inthe enterprises.Firstly, this paper elaborates the background and significance of the research on new generation staffs.It defines the concept of new generation staff in line with the research achievements obtained from theresearches on this project by scholars both home and abroad. Through teasing and summarizing ofliteratures, it finds out that new generation staffs are a group of young people who have diversified valuesand are featured by self-centeredness, strong self-awareness, good learning capacity, good ability inaccepting new things, weak ability in bearing frustrations, strong self-esteem, weak communication skills and weak teamwork. These group characteristics result in their working behaviors of diversifiedprofessional ideals, high separation rate and weak sense of hierarchy and strong creativity. Meanwhile, thepaper also elaborates the current management methods for new generation staff. Then it takes K Companyas an example; it elaborates the status quo of K Company and the status quo of its human resourcemanagement. Through findings from questionnaire survey on new generation staffs of K Company, it findsout that the current measures for human resource management in K Company are suffering from suchproblems as unclear career life, focusing on management, ignoring development and the compensationsystem lacking of encouragement. The main reasons for these problems include the following: the leaders’prejudice against new generation staffs, routinized management mode, lacking of reasonable career lifeplan for employees, lacking of scientific and effective incentive mechanism. To solve the problems existingin the measures for human resource management in K company, this paper proposes the main measures forthe human resource management strategy of K Company on the basis of the group characteristics and jobcharacteristics of new generation staffs and in line with Maslow’s hierarchy of needs, Greenhouse’s careerdevelopment theory as well as K Company’s actual conditions. The main measures include the follows:reinforcing external exchanges and self-learning to enable the leaders to realize the idea of “people are themost precious resources for enterprise development”, perfecting welfare-oriented house system to cater tothe work demand of new generation staffs, guiding the values of the new generation staffs by training andauthorizing the employees as well as selecting role models of employees who advocate the corporate valuesand who have excellent performances, creating harmonious and ease environment, building the platform ofcommunication, managing the resigned employees to realize humanized management, confirming staffcareer planning and staff development access as well as development measures to build a good careerplanning system, ensuring the implementation of the career planning system by means of supervisorresponsibility system and implementing promotion system as well as other methods which can draw theattention of the leaders of K Company, carrying out goal motivation by means of assessing post value anddecomposing the general goal as well as increasing welfare, implementing spiritual motivations by meansof conducing communications between superiors and subordinates, making the work more challenging andbuilding interest teams. These targeted management measures can provide reference basis for the humanresource management department of K Company to make further management measures, so as to help K Company better manage new generation staffs, give play to the work potential of new generation staffs,improve the market competitiveness of K company, thus providing strategic resources for the futuredevelopment of K company.