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90后员工是最年轻的一代,已经成为企业换血的主力军。90后新生代存在的勇于表达、坚持自我等群体性特征跟很多企业固有的企业文化产生冲突。针对90后企业员工的管理模式需要全方位的创新。本文中提到关于90后企业员工管理模式创新的“一二三”具体是指“一种理念”、“两个方面”和“三个阶段。”一种理念意味着管理要理念为先,理念为核,并且明确核心理念就是要接受年轻人的自我成长,无条件地给予成长空间,成长带来的就是变化。两个方面是指“纸”的两面性。90后员工优缺点并存,并且会真实地展现。新生代敢于挑战权威,会与固有体系产生冲突,冲突过后只要处理得当也会和企业文化相互融合。三个阶段是指90后从象牙塔踏入社会进入企业所要经历的实习→晋升→找到自我三个阶段,每个阶段都是痛,并快乐着的。
After 90 employees are the youngest generation, has become the main force for the exchange of blood enterprises. The post-90s generation has the courage to express itself, adhere to self and other group characteristics with many enterprises inherent in the conflict of corporate culture. The management model for 90 employees needs a full range of innovations. This article mentions that the “one two three” of the innovation of the management pattern of post-90s employees specifically refers to three phases of “one idea”, “two aspects” and “” Means that management should be the first concept, the concept of nuclear, and a clear core idea is to accept the young people’s self-growth, to give unconditional growth space, growth is the change. Two aspects refer to the two sides of “paper”. After the advantages and disadvantages of 90 coexist, and will truly show. The new generation dares to challenge the authority and conflicts with the inherent system. Once the conflict is handled properly, it also integrates with the enterprise culture. The three stages refer to the three stages of internship, promotion, and self-discovery that enter into the enterprise from the ivory tower after entering 90. Each stage is painful and joyful.