A公司新生代员工敬业度提升策略研究
摘要
随着社会市场经济的快速发展，无论是数量上还是规模上，我国经济发展和
行业企业均保持着快速的增长势头。中国企业在融入全球经济化进程中，既带来
了发展机遇，也产生了巨大的挑战，造成企业竞争压力逐渐增大。人力资源管理
水平对企业发展具有重要作用，尤其是新生代员工逐渐成为企业发展的关键因素。
企业应当不断提高新生代员工敬业度，促进新生代员工工作目标的实现，提升企
业的生产竞争力。
本文根据文献研究和员工访谈等确定 A公司新生代员工敬业度的主要影响
因素，包括工作动机、工作自主性、职业发展规划、组织支持感和员工-领导关系
等 5个主要因素。基于上述因素并参考成熟量表的基础上，编制了 A公司新生代
员工敬业度问卷调查表，通过对问卷信效度分析、相关性分析和回归分析等，分
析了 A公司新生代员工敬业度现状。研究结果表明 A公司新生代员工敬业度平均
水平偏低，并且对员工敬业度影响：专注维度＞整体水平＞活力维度＞奉献维度。
提出了 A公司新生代员工敬业度研究假设，包括工作动机对新生代员工敬业度产
生显著正向影响、工作自主性对新生代员工敬业度产生显著正向影响、职业发展
规划对新生代员工敬业度产生显著正向影响、组织支持感对新生代员工敬业度产
生显著正向影响和员工-领导关系对新生代员工敬业度产生显著正向影响。通过分
析验证了以上研究假设，并根据问卷调查结果分析了不同影响层面的主要影响因
素，包括工作动机层面的新生代员工培训与学习机会和自我表现的机会与渠道；
工作自主性层面的新生代员工工作方式和弹性工作制度；职业发展规划层面的新
生代员工职业发展规划和职业目标引导；组织支持感层面的领导支持和组织帮助；
员工-领导关系层面的新生代员工领导意见交换和与领导交流反馈。从组织层面、
工作层面和个人层面等，提出了 A公司新生代员工敬业度提升策略，包括组织层
面的提供新生代员工组织支持资源、改善新生代员工与领导关系和提升管理层积
极领导水平；工作层面的提供新生代员工的培训机会、健全新生代员工的弹性工
作制和引导新生代员工职业发展规划；个人层面的提升新生代员工的工作自主性、
丰富新生代员工的工作要素和提升新生代员工自我效能感。
本文重点研究 A公司新生代员工敬业度问题，通过分析 A公司新生代员工
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敬业度主要影响因素，为企业提升新生代员工敬业度制定提升策略，同时研究结
论能够为类似企业新生代员工敬业度提升策略提供借鉴。
关键词：新生代员工员工敬业度信效度提升策略
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RESEARCHONPROMOTIONSTRATEGYOFENGAGEMENTOF
NEWGENERATIONEMPLOYEESINACOMPANY
ABSTRACT
With the rapid development of social market economy, whether in quantity or
scale, China's economic development and industrial enterprises have maintained a
rapid growth momentum. In the process of integrating into the global economy,
Chinese enterprises have brought both development opportunities and huge challenges,
resulting in increasing competitive pressure on enterprises. The level of human
resource management plays an important role in the development of enterprises,
especially the new generation of employees which gradually become a key factor in
the development of enterprises. Enterprises should continuously improve the
engagement of the new generation of employees, promote the realization of the work
goals of the new generation of employees, and enhance the production competitiveness
of enterprise.
Based on literature research and employee interviews, this paper determines the
main influencing factors of the engagement of the new generation of employees in
Company A, including five main factors: work motivation, work autonomy, career
development planning, organizational support and employee-leader relationship. Based
on the above factors and with reference to mature scales, the paper develops the
questionnaire of employee engagement of the new generation in A company. Through
the reliability and validity analysis, correlation analysis and regression analysis of the
questionnaire, the current situation of the engagement of the new generation of
employees in A company is analyzed. The results show that the average level of
employee engagement of the new generation of company A is low, and the impact on
employee engagement is: focus dimension > overall level > vitality dimension >
dedication dimension. This paper puts forward the research hypothesis of the new
generation employee engagement of Company A. Work motivation, work autonomy,
career development planning, organizational support and employee-leader relationship
have significant positive impacts on new-generation employee engagement. The
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