Research On The Evaluation System Of Motivation Factors Of Knowledge Workers After 90s

Nowadays,after the 90 s,employees are pouring into the workplace,which brings great challenges to the management of the company.After 90 s,the employees’ workplace performances such as dissatisfaction with management,casual turnover and high turnover rate have aroused widespread concern in the society.With the continuous development of the knowledge economy era,the concept of national innovation and development has been continuously implemented,and talents have become an important source for enterprises to gain competitive advantage.Especially in the high-tech industry based on scientific and technological innovation,the demand for knowledge workers is increasing day by day.It has become the main force of human resources in China,so it is of vital importance to do a good job in the management of knowledge workers after the 90 s.Due to different social backgrounds,growth environments,educational methods,and ideas,employees in the post-90 s show significant differences in their work values,career development,organizational commitment,and job expectations compared to their post-70 s and post-80 s employees.After 90 s,the ability and enthusiasm of employees must correctly understand the post-90 s,and identify the characteristics and professional characteristics of the knowledge workers after the 90 s,helping the company to establish the correct talent management philosophy.Based on the personalized and diversified needs of knowledge workers after 90 s,targeted human resource management practices and flexible and motivating strategies are adopted.This paper aims at the problem of the knowledge management of the high-tech enterprises in China after the 90 s,and builds a scientific,reasonable and effective incentive evaluation system based on the post-90 s traits.The post-90 knowledge workers in Beijing,Shanghai,Zhejiang and other places were selected as empirical research objects.The sample data was processed by SPSS20.0 statistical analysis software,and the research model and research hypothesis were verified by factor analysis.Then,using variance analysis,the paper analyzes the impact degree of post-90 s employee incentives of different characteristics from five aspects: salary and benefits dimension,work environment dimension,internal management dimension,personal development dimension and job design dimension.Finally,the results are analyzed and summarized.Corresponding countermeasures,in order to help managers fully grasp the internal differences of the post-90 s employee group,so that managers can adopt corresponding management measures according to the specific evaluation results,and can timely grasp the changes in employees’ needs and continuously change the incentive strategies to better match 90.Post-knowledge employees implement dynamic management to enhance their work enthusiasm and job satisfaction.