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.

Municipal housing companies (MHCs) can be seen as hybrid organizations, operating under multiple institutional logics that are likely in tension with each other. Measuring the performance of hybrid organizations is a much harder exercise than measuring the performance of pure public or pure private entities. There is a lack of research in this area. To fill this gab van Helden and Reichard’s (2016a) proposed a framework that assigns typical characteristics to PMS in hybrids. The authors call for empirics to test the framework. Accordingly, the first purpose of the thesis is to test the hypotheses of this framework in practice, using a case study approach of two MHCs, MKB AB and LKF AB. The second purpose is to shed light on challenges, conflicts and even propose solutions for MCS/PMS. The thesis ended up by proposing a conceptual model for MCS/PMS that aims to reconcile conflicting goals and logics. The model integrates strategic management control tools (BSC and ERP) to support strategy implementation and formulation as well as to reconcile the different interests of the various stakeholders.