90年代前後出生的中國員工工作價值觀與工作滿足: 東莞台商員工之分析

Abstract

After going through, rapid political and economic changes, fast growth of manufacturing output, cheap work force and a language advantage has made China the most attractive place for Taiwanese direct investments throughout the 1990s. Because of the cultural similarities, it was relatively easy for Taiwanese managers to manage Chinese employees as oppose to other Asian countries. However, managers are now finding more difficulties in managing the new generations of Chinese employees, and don’t know how to react in order to solve the high employee turnover issue. The objective of this paper is to identify the differences in values and job satisfaction among Chinese employees from different age groups. Value assessment and Job satisfaction survey and were conducted in five Taiwanese manufacturing companies in Dongguan, Guangdong Providence, China. After the data was collected, it aims to better understand China’s post-1990 employees, and establish a different leadership style.