A survey of the professional values of the new generation of employees: looking forward to the recognition and preaching of the post-90 s

A survey of the professional values of the new generation of employees: looking forward to the recognition and preaching of the post-90 s

The new generation of employees refers to workers who were born in the late 1980s and early 1990s and entered the workplace. Nowadays, they have become a dynamic group in the workplace. A few days ago, Nanjing Federation of Trade Unions and Jiangsu Pilotage Human Resources Service Co., Ltd. jointly released the Survey Report on the Professional Values of New Generation Employees in Nanjing Enterprises. The report shows that the new generation employees do recognize managers with charisma or key abilities, and hope to have idolized leaders and communicate frankly with each other. It is reported that the survey lasted for 2 months, and * * * surveyed more than 65,438+00,000 new generation employees.

■ Employees look at themselves

I like free and equal communication and hate traditional preaching.

Among the new generation of employees surveyed, more than 90% have independent opinions and opinions. They are often very persistent in their own ideas and sometimes don't even consider other people's feelings. They have strong self-esteem and instinctive resistance to criticism, and may find various reasons or evidence to explain their refutation. Compared with the post-60 s and post-70 s, the new generation of employees have a stronger demand for being recognized by others.

The new generation of employees like friendly interpersonal interaction and free and equal communication at work. They despise power and authority from the heart and hate the traditional way of preaching. Liu Wei, an employee of a well-known health care product company, told reporters that their general manager opened a WeChat group and added more than 200 key employees of the company as friends. If front-line employees encounter problems that cannot be solved in their work and life, they can report and communicate directly to the general manager. "Although this runs counter to the traditional management principles, it has achieved very good results. On the one hand, everyone contacts their feelings through the WeChat platform; On the other hand, some long-troubled problems can be effectively solved through such a fast track. "

The survey found that happiness is an important part of the new generation of employees' professional values. More than 70% of the new generation employees value the harmony of organizational atmosphere and the fun of work itself, and pursue spiritual enjoyment such as aesthetics and innovation. They pay special attention to the balance between personal work and life, especially to the realization of self-goals, and are unwilling to sacrifice their own interests for corporate goals.

■ Enterprises look at employees

I have high expectations and hope to be recognized soon.

In the survey, many enterprises complained that the new generation of employees lacked a sense of responsibility.

"From the perspective of the growth environment, the new generation of employees are responsible for them from small to large, and rarely receive training that is responsible for themselves, thus affecting their resistance and adaptability at work." Mr. Chen, the person in charge of a private enterprise in Nanjing, analyzed that in the working environment, because of weak work skills and little experience, leaders often cannot authorize and motivate them to finish their work, and even some new ideas and ideas will be stifled by the leadership style under traditional thinking, which will increase the frustration of the new generation of employees and deepen their job burnout, which will directly affect the work effect. However, the vast majority of the new generation of employees still have ideas, pursuits, beliefs and even high self-expectations, which is also a necessity of talent competition-hoping to quickly show their talents and gain recognition from others.

Weak sense of initiative at work, love job-hopping.

The new generation of employees' self-awareness is too strong, which often brings a problem, that is, their initiative in work is weak.

The survey shows that if the new generation of employees have served in a grass-roots post for more than two years, especially in a post with a single and boring job content, they are fully qualified for the job requirements, but the unit fails to enrich or change the job content in time, and their turnover tendency is quite obvious. However, many units simply take material incentives such as raising wages to adjust, with little effect. Therefore, enterprises plan to make the new generation of employees play a more complicated role in their work and promote their career growth more quickly through job rotation, department rotation, job skill competition or skill pacesetter selection.

Extension and continuation

Brief introduction to the research content of the new generation employees' work values;

Entering the 2 1 century, the labor market in China has quietly changed, and the new generation of employees have entered the peak of employment and gradually become the main force in the labor market in China. What are the structural factors and connotation characteristics of the work values of the new generation of employees in China? What is the difference between the work values of the older generation of employees? What is the difference between their work values and those of western employees? How to accurately and credibly measure the work values of the new generation? On this basis, how to comprehensively explore the influence and path of the new generation of work values and intrinsic motivation on employee performance at the individual level, and deeply analyze which cultural connotations at the organizational level can better match the intrinsic value preferences of the new generation of employees, so as to promote employees to achieve higher performance goals? These are the significance of discussing the problems related to the new generation of employees, and also the main content of the research on the work values of the new generation of employees.

What are professional values?

Professional values are the concrete expression of life goals and attitudes in career choice, that is, a person's understanding and attitude towards career, as well as his pursuit and yearning for career goals.

Due to the differences in personal physical and mental status, age experience, education status, family influence, hobbies and other aspects, people's subjective evaluation of various occupations is different.

Socially speaking, due to the development of social division of labor and the relative backwardness of productivity, there are differences in the content of labor nature, the difficulty and intensity of labor, working conditions and treatment, the form and stability of ownership and many other issues.

Coupled with the influence of traditional ideas, the prestige status of various occupations in people's minds is also good and bad. These evaluations have formed people's professional values and influenced people's choice of employment direction and specific professional positions.

Factors affecting professional values:

1. development factors, including being in line with hobbies, equal opportunities, fair competition, challenging work, giving full play to one's talents, having great autonomy in work, providing training opportunities, having more promotion opportunities, having professional counterparts, having large development space, and having more opportunities to go abroad. They are all related to personal development, so they are called development factors.

2. Health care factors, including high salary, good welfare, complete insurance, stable occupation, comfortable working environment, convenient transportation and convenient life. These occupational factors are related to welfare and life, so they are called health care factors.

3. Prestige factors, including unit popularity, unit size and power, higher administrative level and social status. All of them are related to professional prestige status, so they are called prestige factors. Professional values are a complex multi-dimensional psychological factor, which involves many factors in career selection and measurement, but each factor plays a different role.

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