The Research Of The New Generation Staff’s Work Values And HR Policy Study Of SZZL Corporation Shenzhen Branch

Due to the impacts of a variety of factors such as the successful conclusion of the 1978 eleven of the Third Plenary Session, the reform and opening-up policy of China which gradually swept the whole country, external inflow of new ideas, changes of social economic environments, and the implementation of the one-child policy, the "after 80"s and "after 90"s present different life views, values, outlooks for business and careers from the generations of the "after 60"s and "after 70"s. With the ringing of the bell of the millennium, "after 80"s appeared on the labor market stage of China. Because of their different characteristics from those of the past "after 60"s and "after 70"s, how to manage the "after 80" employees effectively has stimulated discussion and controversy of the society and has become a hot topic in enterprise human resource management.Management practices of more than ten years have not formed an effective practical conclusion of how to manage "after 80"s. But it is irresistible that many "after 80"s began to assume important roles in many positions. Further, "after 90 "s have begun to say farewell to the ivory tower, swarmed into the competition of human resources of the social market, and gradually played more and more important roles at grassroots positions.A large number of studies have revealed that good match between personal values and organizational values has a positive influence on employees’working attitudes and organizational behaviors such as job performance, career success, occupation, job satisfaction, organizational commitment, organizational citizenship behavior and so on. Further, the good match reduces the negative impacts of some factors such as employee turnover intention, job burnout, and work stress on company operation. The thesis focuses on the match between the personal values of the "after 80" and "after 90" employee and the organizational values which are reflected by its human resource policies. That is, this research investigates the match between organizational human resource policies and employees’ characteristics from the perspective of values. Further, based on a case study of the value orientation among the "after 80" and "after 90" employees in a company, this research provide suggestions for improving human resource management strategies for these employees.Based on social psychology and Marxism, human beings are the interaction products of family, social and other environmental factors. Individuals develop their behaviors and values from their interactions with the environment, and grow up gradually.According to the study of antecedent variables of working values, the internal factors that form the work values are age, gender, education, etc. And the main external factors that form the work values are the social, school and family. In this paper, we will study the external factors of the new generation staff, and summarize the characteristics of the work values of the new generation staff. At the same time, combined with the study results of "the new generation staff" work values questionnaire survey, sum up the main content that the Shenzhen regional real estate conduit company human resource policy of "the new generation staff" human should focus on. And combined with the new generation staff satisfaction survey of the case company, the improvement scheme of the human resources policy is put forward.