Research On Formation Mechanism And Impact Mechanism Of The Post-90s Employee Emotional Encouragement In Japanese Companies In China

Along with the people-oriented management philosophy going deep into enterprise management, enterprises paid more and more attention to incentive problems of employees’emotion. Employee affective factors such as employees’job satisfaction, employees’self-esteem and employee’loyalty have gradually attracted the attention of human resources management. Since the post-90s generation has worked in the enterprises, how to use effective management measures to manage the post-90s employees is a practical problem to enterprises. Now, academic research on emotional encouragement is basically aimed at qualitative research in education, little research is in view of the post-90s employees’ emotional encouragement in enterprise. Therefore, the paper takes the post-90s employee of Japanese companies in China as the research object, studies the formation mechanism and impact mechanism of the post-90s employee’emotional encouragement in Japanese companies in China. The results of these studies will fill research vacancy of post-90s employees’emotional encouragement, and offer theoretical reference for the relevant enterprise management problem.Based on organizational management, managerial psychology, emotional encouragement, this paper discusses the formation mechanism and impact mechanism of the post-90s employee, the studies focus on the following 4 parts.Part 1 is to use literature research method to analyze the difference between emotional encouragement and other incentive method, and figure out that the influence factors of emotional encouragement is coming from incentive subject, incentive object and environment. And then, the paper draws the impact mechanism model of emotional encouragement on employees’task performance.Part 2 is firstly to analyze the conditions of demand of the post-90s employees in Japanese companies in China and design a Semi-structured interview outline to interview the post-90s Chinese employees who have worked in the Japanese companies in China. Secondly, the paper uses grounded theory methodology to tidy the interview information and figure out that the influence factors of emotional encouragement on post-90s employees in Japanese companies in China from the incentive subject are leader’s character, leader’s EQ and leadership styles, factors from incentive object are employee’s character, employee’s EQ and employee’ needs, factors from environment is enterprise emotion culture.Based on the conclusion of part 2, part 3 designs a questionnaire to interview the Chinese employees in Japanese companies in China. 114 samples are selected and statistics that the influence of leader’s EQ, leadership style, employee’s EQ, employee needs and enterprise emotion culture to employees’ emotional encouragement are obvious.Part 4 is to study the impact mechanism of the post-90s employee’ emotional encouragement on their task performance, the paper designs a questionnaire to interview the Chinese post-90s employees in Japanese companies in China and collected 229 samples to statistical the data and verify hypothesis. The conclusion is emotional encouragement can improve the job efficiency, job satisfaction, organizational commitment and organizational citizenship behavior of employee; the influence from emotional encouragement to job efficiency, job satisfaction and organizational commitment of employee can be transmitted by employee’s emotional encouragement perception; the influence of emotional encouragement to employees’ organizational commitment is moderated by person-organization fit perception. Finally, according to the conclusion, the paper states suggestions for post-90s emotional encouragement in enterprise.