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How Do Enterprises And Factories Manage The 80 Employees?

2012/4/7 10:52:00 142

EnterpriseManagementPost 80

According to China's 2010 Annual Bulletin of human resources and social security undertakings, 2010

Migrant workers

The total number is 242 million 230 thousand, of whom 153 million 350 thousand are migrant workers.

About 1.5 million migrant workers were born in 1980s and early 90s accounted for about 60%, the total number of more than 1 hundred million.

At the same time, after 85 years, the "80 years" young workers have become the absolute main force of the so-called "new generation of migrant workers".


In recent years, the proportion of young migrant workers is increasing in many Chinese enterprises or factories, and the age structure of the workforce has changed greatly.

For many Chinese enterprises facing pformation and upgrading, with the influx of a large number of young migrant workers into cities and accelerating the flow and reflux, the labor market has also undergone great changes. Many enterprises or factories have deeply felt the problem of "recruitment difficulty and labor shortage".

At the same time, it also faces management problems caused by young workers. For example, frequent flow makes them unable to effectively improve their work skills and give full play to their creativity, and the enhancement of their rights awareness can not be supplemented by more effective and rational mental support. The lag of enterprise management mode fails to stimulate the initiative of the new generation of workers and so on.


The new generation of young workers shows different occupational requirements and performance from the previous generation of migrant workers. Therefore, how to retain, manage and motivate these new generation of employees has become a management difficult problem that many managers at present take seriously.


In order to understand the true thoughts of these "80" young workers and help enterprises design more opportunities and environments for employment, work and career development that are more suitable for young workers' psychological expectations, effectively change management methods, promote management efficiency and enhance their business efficiency, then, with the assistance of the Swedish corporate social responsibility center of the Swedish Embassy, the China Federation of Textile Industry Federation's social responsibility office and the Federation of children's rights and corporate social responsibility center launched the "listening after 80" young workers' aspiration survey.


The object of this survey is

China

The core target group of young migrant workers is the 16-20 year old young migrant workers.

With the acceleration of industrialization and urbanization in China, most of them are unwilling to return to the countryside, but gradually integrate into urban society.

Therefore, the survey called them "young workers of the new generation" to reflect that they are really different from the previous generation of migrant workers.

And this difference is not only reflected in the age stage, but also a kind of similarities and differences between generations.


Listening to the aspirations of young workers in the Post 80 era and winning their trust and support is not only the foundation of their future competitiveness, but also helps enterprises to fulfill their social responsibilities better.

This survey, by listening to the true feelings and feelings of young workers on their lives and work, understands their dreams and aspirations, and provides the most powerful decision-making basis for enterprises to adjust their human resources strategy and management mode.


The following are the main conclusions of the report:


Main factors affecting work stability


After 80, the expectations of young workers going out to work are diverse and multifaceted, and their understanding of the meaning and value of work is manifold.

They generally believe that working for themselves means making money to support themselves, lightening their burden for their families, increasing their knowledge and saving money for future life or entrepreneurship.

For them, work is only temporary. They will not work entirely for money, but have more self pursuit.


They are not only satisfied with finding a job, but have many considerations. They mainly focus on salary level, learning skills, living environment and working conditions. They often make their own choices on the basis of comprehensive consideration.

But there is a clear dislocation and contrast between their actual work pay and their expectations.

This objectively provides an external impetus for them to change jobs and flows more frequently, and at the same time may give them strong motivation to work in a mobile environment.

This may be an important reason why some of them like to work in vagrant style.


The majority of the young workers in this study have a working life of less than three years. But since going out to work, 20.2% have changed 1 times, 20.2% have changed 2 times, 20.7% have changed over 3 times, three have reached 73.9%, and 26.3% have never changed jobs.

Obviously, they are more mobile.


Expect fair and just remuneration.


They want not only to get higher wages, but also to have a better life, an interesting job and a more comfortable working environment.

In their view, whether remuneration and treatment are fairly and equitable, and whether they can be satisfied with them in general, is the main reason why they change jobs and flow.


I hope the work itself is attractive.


They generally believe that apart from wages, the attraction of the work itself is the key to their peace of mind, work enthusiasm and efficiency.

The attraction of work mainly comes from three aspects: first, whether the work arranged is suitable for oneself; two, whether all kinds of specific processes and jobs can be tried and learned, instead of repeating the same actions over the years; three, there should be flexibility in working hours, so long as we can finish work according to quality and quantity, we need not work overtime.


I hope to have friendly management and working environment.


Most of them are eager to be respected and understood. They want their needs, personality, expertise and interests to be taken seriously. They hope to have good interpersonal relations and communication, and hope that managers can be fair, just and pparent. Managers who do not like to give orders only do not like to discriminate between them.

They want to work in a caring and friendly environment.


I want to have relatives or friends around me.


Those families or some family members working in a factory or nearby factories are relatively less mobile.

Having friends or acquaintances is one of the important factors that they consider when choosing a job.


I hope to become a career person and get a steady career development.


They believe that the steady development of occupation is closely related to the degree and degree of support of enterprises or factories, which is mainly reflected in the management environment of enterprises or factories.

For example, do enterprises or factories have youth training programs and career development plans, whether there is team building, whether there is a competent first-line management team, whether young workers can get a sustained sense of career growth, whether there is a growing sense of corporate culture and a sense of belonging to enterprises.


Work experience and work evaluation


Negative emotions in work experience are more than positive emotional experiences.


After 80, young workers thought that the words that best describe the psychological feelings in their work during the past week were "irritability", "boredom" and "depression".

In the survey, 47.1% of these three negative emotions experienced 47.1%, 39.5% and 37.5% respectively.

Only 36 young workers who participated in the survey considered themselves comfortable in their work, accounting for 8.6%.

During the interview, young workers mentioned many times that they felt "bad mood" and "bored" in their work.


Strong sense of numbness


Most

factory

Piecework wages are paid, and workers' income is directly related to their output. Many workers are willing to work more hours in the evenings. They usually end their work after half past eight in the evening and return to their dormitories for rest.


Because of the long working hours each day, the working process is monotonous and repetitive, and the working hours are too long.

More importantly, workers spend most of their working time dealing with machines and materials, and have little communication with people.


Many workers reflected that after working for a long time, there was only a sense of numbness. A young worker even bluntly said, "we are all robots. I don't want to be a robot dealing with machines!"


Not satisfied with the current way of entertainment and leisure, eager to have more meaningful and meaningful leisure time.


During the short night and weekend rest, young workers often spend their time sleeping, watching TV, playing cell phones, surfing the Internet and other personal leisure entertainment ways, or taking small group interaction with friends and shopping as the main entertainment and leisure activities.

They generally believe that their spare time life is boring and monotonous and meaningless.


Personal opinions are easily ignored in management.


Young workers believe that in the current management of enterprises or factories, more problems are seen from the perspective of enterprises or factories, rather than from the perspective of employees. Young workers are often in a "managed" position, more of them "obey and obey" and seldom have the opportunity to participate in management.

It is difficult for them to participate and express themselves. Their ideas and opinions are often overlooked.

Many young workers think that their views and opinions are not paid enough attention in factories.

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Basic attitude, expectation and ambition


After 80, young workers believe that they are a generation that pays more attention to the realization of self worth. They have stronger self-esteem needs and are generally eager to be independent, pursue independence and yearn for themselves.

This is mainly reflected in the fact that most young workers in the "latter 80" want to live more selves, to live the life they want, respectfully and dignified, and have their own time and space without having to look at the faces of others.

They yearn for independence, and want to be independent and not dependent on their families; they want to do their own things and make their own decisions; they want to make a difference, live a rich, relaxed, comfortable and decent life without having to worry about their livelihood.


Realistic expectation


There are many realistic expectations for young workers after the "80 years". Raising the salary level and participating in professional skills training are the two basic needs.

Increasing wages is the topic they most care about and want to express.


They generally hope to achieve self-development through participation in labor skills training, and hope to get a lot of knowledge and skills training, especially if they want to get training to help improve their professional skills.

Most of them take professional skills training as the primary way to improve themselves.

However, the proportion of them actually received professional training is not high, and the training opportunities offered to them are relatively limited.

And they can not undertake the cost and cost of participating in professional skills training. In addition, with long working hours and strong labor intensity, they often lack the time and energy to participate in training.


Career aspirations


After 80, young workers generally hope to start their own businesses independently, such as being bosses, individuals and businessmen, so as to lead a prosperous and decent life.

But how they realize their "entrepreneurial dream" often lacks practical planning and has little chance of obtaining external practical support and effective guidance.

They often envy the life and work of the "boss" from their heart, but they are often empty "entrepreneurial heart" and do not know how to achieve their ideals.

The "boss" has become a "success model or template" that they generally pursue.


Suggestions for enterprises


From the survey, enterprises or factories generally feel that it is difficult to manage young workers, and take some measures to improve management. However, these improvement measures are often forced to make adjustments and responses, with a certain degree of lag.

This is mainly reflected in the following: management is still centered on "production management", and more production goals and efficiency are considered. Managers often care about the result of labor, output and efficiency of workers, and intentionally or unconsciously ignore the subjective feelings and other demands of workers other than wages.

In addition, due to differences in language, culture and habits, it is difficult for managers to integrate with young workers.

Enterprises or factory managers believe that the embodiment of humanized management is "following them" and "not competing with them", that is, "coax them" and "let them do their work well."


But in fact, there is not enough room for enterprises to listen to the opinions of young workers or to create personal views for them in management.

Young workers express their opinions and participate in management in a relatively simple way and lack substance.

Most factories do not encourage young workers to directly participate in the daily management of factories.

Many young workers think that their views and opinions are not paid enough attention in factories.

Young workers are less aware that participation is an important right, and take the initiative to understand and learn some ways and means of participation to improve their ability to participate and express.


Therefore, if we want to better adapt to the characteristics of young workers in the new generation, further harmonize the relationship between enterprises and young workers, give full play to the enthusiasm, initiative and creativity of young workers, realize the win-win and sustainable development of the two, and solve the problem of "difficulty in employment and difficulty in management".

Enterprises or factories can consider adjusting and improving the existing management mode in the following aspects:


1. design an interview that impressed young workers.


Young workers generally want to be respected and eager to dominate their own lives.

When they choose their jobs, they no longer want to be "chosen". They want to have a basic understanding of all aspects of the factory and then "choose their own factories".

Therefore, a good impression interview will be the beginning of many young workers' careers.


2. to provide new employees with new treatment, and win the trust of young workers with care.


When young people leave home and go out to work, they usually have good wishes and expectations for the future.

After entering the factory, intense and busy labor and closed and boring life are the reality that they have to face, which makes many young workers feel frustrated, frustrated and powerless.

The first few months are the most difficult times.

In such a dramatic pformation period, young people need psychological and emotional support and care.

The factory should establish a caring plan for new recruits to help employees adapt to the work environment, integrate into the factory life, smoothly through the adaptation period, and develop lasting interest in work.


3., increase the affinity of front-line managers and enhance the happy elements of the working environment.


Young workers are most likely to be the first line managers in the factory, and the most vulnerable ones are those who are most likely to have conflicts or feelings.

Front-line managers are not only the link between factories and young workers, but also the models of learning and listeners of heart.

For the factory, the front-line management team is the direct executor of the enterprise system and employee care. Whether their management methods conform to the characteristics of young workers and whether they are recognized and accepted by young workers will directly affect the status of young workers and their recognition of corporate culture.


4. establish a pluralistic approach to employee participation and provide a platform for young workers to participate in business management and self actualization.


The factory should change the management concept, increase the ways and means of staff participation in enterprise management as much as possible, and gradually develop a good atmosphere that can motivate young workers to take part in the initiative.

Enterprises should establish a variety of ways to actively promote young employees to participate in daily management, and support and encourage employees to organize cultural entertainment activities and participate in community activities.

Enterprises should also pay attention to the pformation of management mode, pforming from the original authoritative management mode of "strict system management" to the team management mode that regards young workers as "dynamic and creative".

Create an equal and respectful working environment and create a friendly atmosphere for young workers to express their aspirations.


5., establish a good relationship between enterprises and communities, promote the social integration of young workers, and enhance the quality of life and happiness of young workers.


Enterprises should take corresponding responsibilities in helping young workers to integrate into urban communities, and harmonizing the relationship between young workers and communities through young workers going out and invites social professional organizations into enterprises.

Through community activities, volunteer actions and other ways, the interaction between employees and local communities can be increased to inject fresh forces into local community public service, so as to improve local people's impression of migrant workers and enable local people to accept new generation workers with a more open and understanding attitude.

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