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Abstract:

With the "80 after the" generation of the growth of enterprises, "after 80" the number of employees is increasing. For now the managers how to manage the "80 after" has become a new and important subject. They will become the majority of the company's main staff. Furthermore, any time young people are. "80 after" the time will inevitably become the new mainstream. Their behavior in the workplace caused by a wide range of community disputes, but also attracted more and more and more people are surprised eyes. How effective management "after 80" employees, it really used for the enterprise has become a headache for many managers question."80, after" are accompanied by sufficient material to grow up, economic situation changes, the natural effects of that "after 80" front-line staff of the views and values, "80 after the" new employee self-centered, free. However, many enterprise managers, find themselves slowly accumulated many years of management style, methods, and at "80 after" who is not of great effect. "80, after" management issues, lack of management theory, practical work of impact and collisions, so that "how to manage post-80" became the manager of each enterprise must face.Face after 80 employees, not to us first of all put their label. In fact, after 80 employees be respected and certainly hope to obtain the value of identity. "Managers need to put aside their prejudices and cognitive errors intentions go read 80 after the real needs of employees. This paper analyzes the" 80 after "the work of the staff combined with its growth characteristics of the background analysis of" 80 after "the job market situation causes and then to human resources management, drawing on some well-known domestic and international corporate governance best practice, combined with the relevant legal knowledge, produce the "80 after" staff management methods and measures, and raised the question of how effective management "after 80" Countermeasures views.

Key words: "80, after" employees; human resource management; management innovation

With the "80 after the" generation of the growth of enterprises, "after 80" the number of employees is increasing. For now the managers how to manage the "80 after" has become a new and important subject. They will become the majority of the company's main staff. Furthermore, any time young people are. "80 after" the time will inevitably become the new mainstream. Their behavior in the workplace caused by a wide range of community disputes, but also attracted more and more and more people are surprised eyes. How effective management "after 80" employees, it really used for the enterprise has become a headache for many managers question. "80后" are accompanied by sufficient material to grow up, economic situation changes, the natural effects of that "after 80" front-line staff of the views and values, "80 after the" new employee self-centered, free. However, many enterprise managers, find themselves slowly accumulated many years of management style, methods, and at "80 after" who is not of great effect. "80, after" management issues, lack of management theory, practical work of impact and collisions, so that "how to manage post-80" became the manager of each enterprise must face. Face after 80 employees, not to us first of all put their label. In fact, after 80 employees be respected and certainly hope to obtain the value of identity. "Managers need to put aside their prejudices and cognitive errors intentions go read 80 after the real needs of employees. This paper analyzes the" 80 after "the work of the staff combined with its growth characteristics of the background analysis of" 80 after "the job market situation causes and then to human resources management, drawing on some well-known domestic and international corporate governance best practice, combined with the relevant legal knowledge, produce the "80 after" staff management methods and measures, and raised the question of how effective management "after 80" Countermeasures views.

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