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1、ABSTRACTABSTRACTInthefiercecompetition,Chineseenterprisesbecomeincreasinglyawareofthatthekeytobuildcore-competitivenessandrealizethestrategicdevelopmentgoals,istostrengthenhumanresourcemanagementfundamentally,andsparenoeffortstobuildayoung,promisingandhigh-qualitypractical
2、talentsteam.Bytheendof2011,theChinesepopulationbornin1980-1999hasreached417.28million,themostactiveandproductive,whichhasbeeninorisenteringtheworldofwork,graduallybecomethemainforceoftheenterprises.Itbecomesthevitalthemetoinspiretheirpotentialtalentstoamaximumextentinhuman
3、resourcemanagement.Atthesametime,thefollowingsocialfactors,suchastheimplementofReformingandOpening-uptoOutsideWorldPolicy,thepopularizationofhighereducation,societyinformatizationandglobalization,haveshapedthestrikingpersonalitycharacteristicsofthenewgenerationemployeesand
4、workcharacteristics,thusbroughtgreatimpactandnewchallengetotraditionalhumanresourcemanagementandincentivemodeinenterprises.Withthisbackground,thispaper,basingonCompanyCsystem,takestheaimtoresearchincentivemechanismandexploreitsoptimizationpathandcountermeasurechoiceofnewge
5、nerationemployees.Theresearchshowsthatthenewgenerationemployeestakeondifferencesfromseniorstaffintwoaspects:personalitytraitsandjobcharacteristics.Theyareopen-mindedandsharemultiplevalues,theyaremoreindependent,tendingtopursuefreedomanddemocracy,arekeentoadvocateselfassert
6、iveandacceptnewthings,payingmoreattentionforpursuitofgoodmaterialconditions,withhighself-expectation.ThequestionnaireanalysisshowsthatCompanyC'sincentivestrategyislow-satisfying,enterprisemanagementconceptandincentivemeasuresdon'tfollowthedevelopmentofthetimes,can'tmeetthe
7、need-diversityofnewgenerationemployees.TheanalysistoitscurrentincentivesituationofCompanyCshowsthefollowingproblems:thecurrentsalarygrowthisunderthepsychologicalexpectationsofthenewgenerationofemployees,morestresshasbeenputonageandexperienceinassessmentandincentivemechanis
8、mwithnopublicsupervision,therearelesstrainingopportunities,inspiteofthelowlevelandlackofc
