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.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:uu-298664 |
| Date | January 2016 |
| Creators | Meng, Pingping, Wang, Jing |
| Publisher | Uppsala universitet, Företagsekonomiska institutionen, Uppsala universitet, Företagsekonomiska institutionen |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
Page generated in 0.0019 seconds