Research Of The Management System For The Post-90Generation Manufacturing Employees

The rapid development of China’s manufacturing industry has been greatly demanding all kinds of new industrial workers and staffs. However, in terms of human resources management and talents team building, manufacturing enterprises are facing increasingly serious difficulties in both recruiting and high rate of demission. At the same time, in the second decade of this century, especially after2012, a large number of post-90generation employees are hired by the manufacturing enterprises and work in the positions such as production, management, technology, which has become a force to be reckoned with. These young workers, However, with unique character, are difficult to manage and easy to resign. Their demission rate is far higher than the average rate of other companies and professions, which poses serious challenges to the enterprise management. There has been a pressing issue that how to retain the new post-90s generation in manufacturing employees, reduce demission rate, and make adjustments for strengthening and remodeling the management system accordingly the change of management objectsThis research intends to conduct in-depth investigation on this issue. Firstly, by literature analyzing this paper scrutinizes the characteristics of post-90generation employees objectively And through the methods of questionnaires, interviews, and factor analysis, the author tried to explore the Impact Factor (IF) of job satisfaction among post-90generation workers. The study find that the effects of factors such as relationships, respect and needs, remuneration packages, prospects greatly impact on these employees’job satisfaction. Also, according the empirical study, post-90generation employees generally have low corporate responsibility and low desire of making contribution to the enterprises and the other staffs. Next, based on the philosophy of humanistic management with the core value of "by the people, of the people, for the people ", with the study clue of formation of expectations, positive action, and satisfaction improvement, this paper puts forward clear methods and strategies to improve both the status of manufacturing management system and the job satisfaction of post-90generation workers. Specifically, this paper argues that to effectively manage manufacturing post-90s employees, the focus should be lied on1) respecting the workers, approving their life value and establishing a sound and efficient organization;2) optimizing the salary management system, applying diversified incentives; and3) building a harmonious interpersonal relationships and strengthening enterprise cultural construction.The main contributions of the paper are:in terms of topics, as a working student, the author tries to combine the personal working field-manufacturing industry with the post90s new recruits staff management with the characteristics of the job, and form a novel issue; in regarding to research perspective, the paper focuses on "job satisfaction", and the thought of humanistic management are carefully used and combined; in the respect of research methods and ideas,, our study works at two paths in parallel, through both the empirical research and theoretical studies. This paper strives to follow the line of investigation scientifically, discuss the topics comprehensively, and raise proposal practically.This paper is divided into four parts, the major concern of each part are as the following:Introduction is the first part. The background research analysis, research methods, significance and innovation of paper are included. It is particularly worthy notice that the related literature in regarding to the current studies of the domestic human resource management, staff management in manufacturing enterprises, of the new generation of staff management in the enterprise are reviewed.In the second part, some related concepts and theoretical basis are introduced. It basically begins with the main definition of the concepts such as job satisfaction, humanistic management theory, and post-90generation people management theory. The personality characteristics of post-90s and their performance in workplaces, together with the core ideas of the two fundamental theories are necessarily explained.The third and fourth parts are the major focus of this study. The third part, based on the research on78post-90s employees in two major manufacturing enterprises in Chengdu, explores the impact factors influencing their job satisfaction. This part deals with the study design, statistical analysis, factor analysis, and a detailed description of the process of empirical research, focusing on the discussion of research findings, issues and valuable arguments.On the strength of the results from last chapter and with the facilitation of humanistic management theory, the fourth part elaborates the ways and strategies to improve employees’ job satisfaction in three aspects and seven micro-dimensions of the effective methods.The fifth part is conclusion. The main conclusions, revelation of the paper are accomplished and future research directions are suggested.