Research On Managing Post-80s Employees In China

More and more young employees who were born after1980 move into the labor market after 2000. They started to become an important part of human resources in various organizations. Meanwhile, the management problems emerging due to the new generation employees increased much research interest by the academic ground and the whole society. In industrial times, the employee management emphasizes on managing the employees instead of developing them. Nowadays organizations and managers have been paying more attention to inner factors of human beings, such as their psychological and behavior nature. In recent years, the career development model has been changing with the innovation of organizational structure and traditional labor relations. Traditional employment relationship has crumbled, while the employees’ attitude to the organization and career development has transformed. The post-80s generation employees are no longer loyal to their companies but are loyal to their own career development. The enterprises which aim to get loyalty from their employees have to build up equal, respectful and reliable partnership with the employees, providing a promising platform and leading them to be loyal to the organization. Research on post-80s and 90s generation employees has been immature and there is no system structure on it. The thesis intends to define the characters of the post-80s and 90s in the workplace, and build a framework and analyses of the phenomenon. Multiple methods such as questionnaire, documentation and qualitative have been used to study the problem in this thesis and it has given sound research conclusions and management advice for the companies to manage post-80s and 90s generation employees.