| Summary: | 碩士 === 朝陽科技大學 === 企業管理系 === 104 === In view of the transformation of a new generation, we should not overlook the voice from the so-called “after 90s” youth in Mainland China and Taiwan. In such an era full of explosive information, diverse thinking and disrupted authority, it is an important issue about how to win the recognition of the “after 90s” youth in Mainland China and Taiwan. That is to say, traditional value system no longer works in understanding this new generation of “after 90s” young people, who will soon be the social freshmen. Instead, managing the “after 90s” youth heavily depends on communication and leadership. As a manager of the “after 90s” youth, he has to learn to perceive the same as they perceive, humble himself to work with them together, develop good relationship with them, enhance their coherence as a team and finally win their hearts.
In consideration of the “after 90s” youth, this study aims to:
1.Investigate how their work performance is influenced by the leadership style, salary and welfare, incentives, interpersonal relationships, on-the-job training, and the promotion system.
2.Examine whether their work performance affects their intention of stay.
3.Distinguish the differences of recognition between the “After 90s” youth in Mainland China and Taiwan, regarding to the management issues as mentioned above.
We send out 295 copies of questionnaires, of which 201 copies are from the “after 90s” youth grew up in Taiwan, 61 copies from those grew up in Mainland China. The valid recovery rate is 89%. After statistics analysis, we make the following conclusions:
1.Some parts of work environments make positive influences on the work performance of the “after 90s” youth.
2.The work performance of the “after 90s” youth positively affects their intention of stay.
3.Between the “after 90s” youth in Mainland China and Taiwan, there exists differences of cognitions in relation to some parts of work environments, work performance and intention of stay.
According to the analysis results mentioned above, we provide some suggestions in relation to the business management of the “after 90s” youth, and also derive some potential issues for the studies in the future.
Keyword: “after 90s”, work environment, work performance, intention of stay.
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