Managing Chinese millennial employees and their impact on human resource management transformation: an empirical study

Zhao, Yixuan

doi:10.1080/13602381.2018.1451132

Cited by 32 publications

(29 citation statements)

References 31 publications

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“…In the Chinese context, where several studies have been done on them [17; 41; 40], Millennials are perceived as being highly technologically literate, educated, individualistic, open-minded, and often difficult to manage, much like their counterparts in other countries. They are also more focused on their personal careers than on loyalty to their workplace, which might lead to retention and recruitment-related issues for the companies that hire them [40].…”

Section: Generational Cohorts and The State Of Current Researchmentioning

confidence: 99%

A critical review of research on the work-related attitudes of Generation Z in China

Tang

2019

Social Psychology and Society

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To date, comparatively little empirical research has been done on Generation Z globally, and the studies that do exist, while informative, have arrived at different, often loosely tied, conclusions. Seeing as how Generation Z is in the process of joining the professional workforce, it is important for decision makers to understand this generation’s value differences and cultural orientation in order to mitigate intergenerational conflicts and ensure a productive workforce going forward. China, meanwhile, is a rising superpower, and its Generation Z will have a significant impact globally. With the generational mix at work changing to accommodate this new generation, this paper presents a critique of current empirical research on this topic in a cross-cultural context and offers recommendations regarding future research directions as these relate to generational shift in China and other non-Western contexts. It is only by better understanding Generation Z that organizations can develop strategies and policies that will ensure a productive, profitable and collaborative environment in the future, one that better takes into account this newest generation’s needs and outlook.

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Section: Generational Cohorts and The State Of Current Researchmentioning

confidence: 99%

A critical review of research on the work-related attitudes of Generation Z in China

Tang

2019

Social Psychology and Society

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“…It is connected with the employee performance in the workplace. Therefore, it is a specific task linked to the specific enterprise [33][34][35][36][37].…”

Section: Introductionmentioning

confidence: 99%

Employee Motivation as a Tool to Achieve Sustainability of Business Processes

et al. 2019

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Employee performance and their new ideas, as well as their efforts to promote the company in positive ways help build the values of an enterprise. Properly motivated managers, white-collar, and blue-collar workers use their performance to affect the business efficiency, and therefore the success and sustainability of the enterprise. Selecting the right structure of motivation factors, especially those aimed at job category and gender, is the main role of enterprise management. The aim of this study is to analyze and define differences in the perception of the preferred level of motivation in terms of gender and job category. The questionnaires were given to randomly selected employees working in Slovak enterprises in order to ensure variability and randomness of respondent selection which is necessary for relevant data acquisition. Following the average, the order of the importance of motivation factors of 3720 respondents was defined. The Student’s t-test and Tukey’s HSD test were used. We confirmed that there are statistically significant differences in the perception of the motivation in terms of job category. Moreover, we proved the significant differences between genders in the job category of blue-collar workers. We did not observe differences between genders in the other job categories studied. The results reported should be accepted and implemented in motivational programs by the employees of human resource departments as a way to keep up with strategic human resource management.

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“…Participants' ages ranged from 22 to 38 years (M = 28.3, SD = 6.33). These participants were born from the 1980s to 2000, known as millennials, or the 'New Generation' [21,22,35]. Being born under the one-child policy in China (since 1980) has made Chinese millennials behave differently from older generations in China and millennials in other countries and demonstrate different characteristics, such as having a strong need for self-improvement and a stronger awareness of their contributions at work and at home [35].…”

Section: Participantsmentioning

confidence: 99%

“…Second, because of the contextualized nature of work values, new generations of Chinese employees born in the Internet era are deeply influenced by the global economy, and hence may demonstrate unique and multidimensional work values, such as focusing on profit returns and internal preferences, emphasizing equality, justice and long-term development [25]. With the rise of the sharing economy, millennial employees represent a significant part of the Chinese workforce and have potential opportunities to redefine and shape organizations [35]. While the majority of studies on voluntary green workplace behavior were mainly conducted in Western countries, the findings might not be applicable to Chinese millennial employees as they demonstrate different characteristics and behaviors compared with older generations and millennials living in other countries [25,35,36].…”

Section: Introductionmentioning

confidence: 99%

“…With the rise of the sharing economy, millennial employees represent a significant part of the Chinese workforce and have potential opportunities to redefine and shape organizations [35]. While the majority of studies on voluntary green workplace behavior were mainly conducted in Western countries, the findings might not be applicable to Chinese millennial employees as they demonstrate different characteristics and behaviors compared with older generations and millennials living in other countries [25,35,36]. Given the Chinese workforce is the largest in the world, it is worth discovering how to promote Chinese millennial employees' green workplace behaviors based on their unique work values.…”

Section: Introductionmentioning

confidence: 99%

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“Green” Information Promotes Employees’ Voluntary Green Behavior via Work Values and Perceived Accountability

Yuan

2019

Sustainability

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A range of different approaches has been used to involve employees in green workplace initiatives. One example of such an approach is to spread awareness by displaying “green” information concerning work-related environmental protection and sustainability information on organizational bulletin boards. The study aims to examine how green display rules and felt accountability influence the relationship between new-generation employees’ work values and green behavior. There were 567 Chinese millennial employees who participated in this study. The results showed that intrinsic preference, interpersonal harmony, innovative orientation, and long-term development had a positive influence on employees’ green behavior through the effect of felt accountability. Besides, the more green information displayed, the stronger the effect of intrinsic preference, interpersonal harmony, and long-term development on employees’ green behavior. This study provides valuable insights for managers to understand the work values of the new-generation employees and, in turn, improve their green awareness, which can help execute corporate social responsibility.

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Managing Chinese millennial employees and their impact on human resource management transformation: an empirical study

Cited by 32 publications

References 31 publications

A critical review of research on the work-related attitudes of Generation Z in China

A critical review of research on the work-related attitudes of Generation Z in China

Employee Motivation as a Tool to Achieve Sustainability of Business Processes

“Green” Information Promotes Employees’ Voluntary Green Behavior via Work Values and Perceived Accountability

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