In the next five-to-ten years, Generation Y (born between 1979 and 1994) will be the largestgroup in Chinese firms. This generation is better educated and has unique characteristics.However, most of Chinese firms still employ a classic control system in management process.We argue that unless companies take MCSs as a package and consider HRM in the wholemanagement process, they cannot reduce the agency conflict with highly-educated Generation Yemployees. In order to reduce the agency conflict, the key thing is to identify the motivationsamong highly-educated Generation Y. This research firstly reviews the extrinsic and intrinsicmotivations based on the relevant studies. Then through the in-depth interviews with HR andmiddle managers, we find the special opinions of HR and middle managers in Chinese firms.After that, we design a questionnaire and conduct a survey. Our study identifies that themotivation scales among the Chinese highly educated Generation Y are different from those inthe theoretical studies, and the most important scale for Generation Y is Reward, Personal fit andSelf-fulfillment. Besides, the 1980s and 1990s groups have significantly different requirementsfrom the work environment. Our research indicates that companies should take the ten scales ofmotivations into consideration in the whole process of management control, and supervisorsshould know the motivations of their employees, thereby avoiding misunderstanding.

Background: Virtual teams are becoming an increasingly prominent organizational unit, mainly as a result of globalization, digitalization, and the Covid-19 pandemic. While enabling operational advantages, virtuality may be adverse for the team members’ motivation as limited physical interaction in virtual teams can cause feelings of loneliness and demotivation. However, the full impact of the limited physical social interaction on member motivation remains unclear.  Purpose: The study’s purpose is to contribute to knowledge development regarding individual motivation in virtual teams, and how it is affected by limited physical social interaction. The study further aims to provide insight into how to manage such teams to strengthen the motivation of the virtual team members and thus improve the overall functioning of the team.  Method: A qualitative research design was utilized for this study. The empirical data was obtained through semi-structured interviews conducted with ten virtual team members operating within the IT industry. Further, an abductive research approach was applied, and the collected data were analyzed using thematic analysis.  Conclusion: Social dimensions are interdependent and affect each other. They also interplay with social identity and the need to belong. Limited social ties and socialization are generally a motivational issue, but the perception and motivational effect varies greatly between individuals as a result of personal factors. However, virtual team members are still generally motivated, mainly as a result of the independence that the virtual setting provides. Motivation can be improved over time as the team members get to know each other better. The manager should also plan physical, or if not feasible, digital social activities focused on bringing value and not awkwardness. Lastly, the manager is advised to promote team empowerment as it fosters prosocial motivation, which is generally preferable in virtual teams.