Case Analysis On Communication & Incentive Of Post-90 Employees

With the volume of Chinese economy is growing larger and larger, the manpower demand for all industries keep rising.Now in the labor market. post-90s employees have gradually become the important manpower in all levels of manpower, and begin to play an increasingly important role. However, when the enterprises are facing the labor shortage, post-90s employees resign frequently. This situation has made great influence to the enterprise production and business operation. When the labor demand of employers keep rising.the volume of labor began to decline in 2012.With a large number of post-90 employees join in the labor market and begin to become the main labor in various fields. their turnover rate is more higher.which enlarge the recruiting difficulty.As the newcomer of job market. post-90s, their turnover in all ages are keeping at the top. How to keep them and make them grow up together with enterprises, which is the problem that every enterprise managers have to think about.Under this background, the TF company face this problems directly. It decided to choose communication and motivate as the two breakthoughs. to explore the management for post-90. The purpose is to improve the company’s comprehensive management level, and provide reference for other companies. In the process of discourse, this article used the literature analysis, case analysis to demonstrate.The layout of this paper is as follows:Firstly, the paper introduces research background, current research situation at home and abroad, this paper’s research contents, research route and method.Secondly, the paper analyze the characteristics for post-90s employees. Cited more documents to analyze the generation’s characteristic in detail.Thirdly, the communication and incentive methods for post-90s employees in TF company. Firstly this chapter explains the other methods from all kinds of documents, then concludes the TF company’s methods based on practice.Fourthly, living examples for post-90s employees’ communication management in TF company, illustrate how to use the proposed methods in chapter 3 through the cases, and analyse the effection. Mainly share the management of communication from the following five aspects:psychological counseling service, employee discipline management, employee orientation management, employee turnover management, the establishment and perfection of internal communication mechanism.Fifthly, living examples for post-90s employees’ communication management in TF company. illustrate how to use the proposed methods in chapter 3 through the cases too. Mainly share the management of incentive from the following five aspects:compensation and benefits incentives, focus on spiritual incentives, career planning, meet the autonomous requirements in daily job. create conditions for employees to grow in the work.Finally,Conclusion & forecast. Summarizes the research content, forecast the future development.It’s very important to grasp their group characteristics of post-90s before we think about managing them.which helps us to find out the proper way to communicate with them. In addition,we must find out the fit and innovative incentives for post-90s.which can inspire their morale and passion to make their dreams.If enterprise can create effective incentives to connect dreams of post-90s with enterprise’s strategic goal.we’ll face the win-win situation of post-90s and enterprises. As we know.the communication and incentive management of post-90s is not isolated, but interaction, causal, because incentives needs effective communication skills to promote and implement, and good incentives can create a better communication envirenment.This paper refer to a large number of academic papers and references, on the above basis this paper analyses the group characteristics of post-90 employees. After analyzing communication and incentive management problems of post-90 in TF company, using case analysis method systematically, this paper share the TF company’ management practice of post-90 employees respectively from two aspects of communication and incentive. In the process of discourse, this paper mixed the related theory into the TF company’ management practice tightly, which enhance the persuasiveness. Therefore, this paper has a certain practical reference value for the current post-90 employees management.Of course, the study of post-90s just begins,the future study of the subject will be very hot. and all research should be based on analysis of group characteristics for post-90s. And the direction of the research should be very wide, either the six modules of human resources or other management issues.