Research On Work Values And Management Strategies Of Post-90s Employees In Enterprises

Human resource is the first resource for enterprise development. With a large number of post-90s entering the workplace, as a new force to be reckoned with, they will gradually become the main force of the Labor market. Facing the problems enterprise managers reflected, such as post-90s employees hard to recruit, keep and manage, low loyalty to the enterprises, high turnover rate and so on, to develop the research about employees’work value that affects employees’work attitude and work behavior has important significance.Work values are application of the basic value in the work setting.They are beliefs pertaining to desirable end-states (e.g. high pay) or behaviour (e.g. working with people). They contain two parts:the different work goals are ordered by their importance as guiding principles for evaluating work outcomes and settings, and for choosing among different work alternatives. In this study, the researcher used the research methods such as questionnaire, interview and so on to investigate the work values status quo of Post-90s employees, and learned that post-90s employees value most social value and intrinsic value, followed by extrinsic value, and they place the least value on reputation value. When specific to each work value item, the post-90s employees think the items such as continuously learning new knowledge and skills in work, individual growth opportunities, recognition, interpersonal relationship, a sense of achievement, job security, promotion, work/life balance are more important than other items, and enterprises in big cities, job’s social status, enterprise’s social reputation and diversity of work content are less important than others, then the importance of salary, welfare and stabilization is placed in the middle. In the aspect of the intrinsic value of the work values, post-90s employees hold the strongest values for continuously learning new knowledge and skills in the work, followed by individual growth opportunities, and they place the least value on diversity of work content; In the aspect of extrinsic value, they value most job security, followed by the work/life balance, and they place the least value on working environment; In the aspect of social value, they value most colleagues relations, followed by the relationship with superiors, and they think that dealing with different people is the least important; to the aspect of reputation value, they value recognition most, followed by a sense of achievement and promotion, and they think that enterprise in big cities is the least important. During post-90s employees, male employees value work value items such as salary, job’s social status and dealing with different people more than female employees do, but on the other items, female employees put more importance on them than.male employees do; the employees with senior high school degree or lower hold stronger values for salary, work environment, job’s social status and enterprise in big cities than the employees with college education degree or higher do, but on the other items, the latter put more importance on them than the former.Based on the data from questionnaire and interview, the researcher analyzed the status quo of enterprises employee management of post-90s employees in six aspects: staff recruitment and selection, incentive, performance management, compensation management, training and development and career management, and discussed the main employee management issues combining the status quo of work values of the post-90s employees,:①Ignore the staff development needs, employee’s personal development is blocked;②The incentives are "asymmetry of supply and demand" and lack of appeal;③Performance and compensation management system is not sound and is unable to stimulate staffs work enthusiasm. To solve the problems, the researcher came up with management strategies, in the aspect of enterprise:④Strengthen the understanding to post-90s employees, change management thoughts;②Provide detailed information on position and pay attention to the work values of after 90 employees when recruiting and selection;③Improve enterprise’s performance and compensation management system;④Perfect the enterprise salary system and make use of overall compensation to stimulate post-90s employees;⑤Perfect training and development system of the post-90s employees and provide individualized career development planning guidance for employees;⑥ptimization of enterprise culture and promote enterprise and employee to adapt to each other. In the aspect of employees:①Definite work values; ②Know oneself s stage of career development clearly; ③ Adapt to the enterprise culture actively.