90s Generation Staff Work Incentive Research In P Power Generation Company

In recent years,P Power Generation Company has recruited a large number of post-90 s new generation employees,and this group accounts for a considerable portion of the company's total employees.After 3 to 5 years in the industry,they gradually mastered the post technical skills,and became the new force and backup talent of the enterprise,and became the backbone of the enterprise development.Due to the different birth environments,the completely different personality traits of the post-90 s and non-new generation employees have brought unprecedented management challenges to the company.As far as the P Power Generation Company is concerned,compared with the past when the turnover rate was zero,the turnover rate of employees has increased significantly in recent years,and it has been increasing every year,especially among the new generation employees after the 90 s.This dissertation uses literature research method,questionnaire survey method and interview method to conduct a survey on the new generation employees of the post-90 s,and analyzes that there is a lack of changes in the work incentives of the P Power Generation Company.The new generation of employees lacks a macro understanding of the work;the task difficulty is lacking incrementality and the challenge is insufficient;the work autonomy is low,and the work information feedback is not direct.Faced with how to retain the talents that the company spends time training to maximize the role of talents,and effectively motivate the new generation of post-90 s employees to stimulate their potential,so that they are not only willing to stay in the post,but also willing to stay in the post to give full play to his talents and contribute to the company's development,the author puts forward three basic principles of organic integration of personal needs and corporate goals,close integration of personalized and humanized incentives,and close integration of material and spiritual incentives.At the same time,three improvement countermeasures were proposed,which were to make the work more valuable,strengthen the sense of responsibility of the post-90 s new generation employees with the help of work,and ensure that the work feedback information can be effectively communicated.This dissertation hopes that through the proposed improvement measures,it can provide a reference for P Power Generation Company to improve the work incentives of employees,so that the new generation of employees in the 90 s can get a sense of achievement in their work,gain growth,realize value,retain talents,and improve the company competitiveness.