American Journal of Industrial and Business Management, 2013, 3, 715-718
Published Online December 2013 (http://www.scirp.org/journal/ajibm)
http://dx.doi.org/10.4236/ajibm.2013.38081
Open Access AJIBM
The Incentive Problems Study of the Employees of the New
Generation under the Structure of Grade in China
Qing Xia, Hongyan Li
College of Management, Shanghai University of Engineering Science, Shanghai, China.
Email: xiaqingok@163.com, lihongyan580@sohu.com
Received October 25th, 2013; revised November 24th, 2013; accepted November 30th, 2013
Copyright © 2013 Qing Xia, Hongyan Li. This is an open access article distributed under the Creative Commons Attribution License,
which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. In accor-
dance of the Creative Commons Attribution License all Copyrights © 2013 are reserved for SCIRP and the owner of the intellectual
property Qing Xia, Hongyan Li. All Copyright © 2013 are guarded by law and by SCIRP as a guardian.
ABSTRACT
The incentive problems of the employees of the new generation are increasingly becoming the focus of managers, be-
cause they go to work and gradually become the main force in the labor market. However, special social-economic
background has given the crowd a few generational features, which require us to explore the incentive work of the new
generation with a whole new perspective. In addition, our country is a country which attaches great importance to the
cultural inheritance and the traditional national culture deeply affects every generation in different degree. The social
structure of the structure of grade as an important part of traditional Chinese culture is bound to be a unique impact on
the employees of the new generation. So, this paper will elaborate the incentive problems of the new generation mainly
from the perspective of the China’s social structure (the structure of grade) and theory of cognitive dissonance.
Keywords: The Structure of Grade; The Employees of the New Generation; Theory of Cognitive Dissonance
1. Introduction
The incentive problem of the employees is a well-lasting
hot topics and it is an important part of human resource
management. Through literature review, we find that moti-
vation theory research content is being used by one-sided
shift multi-disciplinary: from a more one-sided “Content-
type incentive theory” and “process driving theory” to
“comprehensive incentive model” [1]. On the incentive
model, Chinese scholar Xu Jiliang proposed the inter-
active “I-A-R” incentive model [2]. In the “I-A-R” (“in-
terests-Request-reward”) incentive model, leaders use the
appropriate incentives, to strengthen employees’ behavior,
and guide employees’ psychological awareness, so as to
achieve an effective incentive [3]. For the employee
incentive, Gary P. Latham also proposed to consider the
employee’s personal cognitive and emotional, and many
other factors. If we ignore the knowledge of individual
employees, motivating employees is unable to meet the
demand [1]. In addition, employee motivation is hap-
pening in certain social and cultural environment, if it is
detached from the social and cultural environment factors,
incentive effect will be significantly weakened. So, this
paper will elaborate the incentive problems of the new
generation mainly from the perspective of the China’s
social structure (the structure of grade) and theory of
cognitive dissonance.
2. Interaction of the Structure of Grade and
the Employees of the New Generation
2.1. The Structure of Grade
Fei Xiaotong put forward our traditional society is the
structure of grade and it is a country with horizontal and
vertical structure [4]. Horizontal “layer” refers to the re-
lationship, and vertical “sequence” refers to a power
distance. Horizontal “layer” is measured by the relation-
ship of power centers; vertical “sequence” is measured
by the power center distance. The intimate relation-
ship between employees and the power centers showed
superior intimate confidant. The distance between em-
ployees and the centers of power nearly showed a skele-
ton staff for the leader [5].
In our traditional society, the relationship is built on
blood, geographical above. In modern society, the
relationship’s origins are diverse: “blood”, “marriage”,
“karmic”, “interest”, etc. are playing a core role. Group
The Incentive Problems Study of the Employees of the
New Generation under the Structure of Grade in China
716
structure is rigidly stratified. This is not going to change.
So, people want to get the relationships and power. In a
word, people pay attention to relations and power for
such a structure.
2.2. The Employees of the New Generation
There is a considerable controversy for definition of the
employees of the new generation. However, according to
the historical background and major events to divide the
new generation of people in the academic community is
unanimously approved [6]. Based on these, the new
generations of employees are people born after the reform
and opening in this article [7]. Under the influence of
special general environmental factors (social, political,
cultural, economic, technological and other factors) (see
Figure 1), the employees of the new generation do not
have a fixed pattern of behavior, called the younger
generation [8]. They do not have preconceived notions,
broad interests, thoughts and actions change quickly. In
addition, they have a number of important features.
Generation C haracteristics of the Gro up
1) High need for achievement
They grow in a particular environment, so that they
have a high need for achievement. Desire for achieve-
ment, for the successful pursuit is much higher than their
parents, grandparents. In such a high need for achieve-
ment motivation of domination, the structure of grade has
a certain influence for them. For their own success, they
establish their own social network. This social network
contains a horizontal “layer” and vertical “sequence” [9].
On the one hand, they have a yearning for power needs.
We can give them the power to be able to motivate them.
The
employees
of the new
ge nera tion
Cultural
Social
Economic
Technological
The
structure
of grade
Politica l
High need for
achievement
Individuality
Early
adult
Environmenta l
Figure 1. Characteristics of the new generation.
On the other hand, the majority of this population is the
professional talent. Apart from powers, they have a
loyalty to their profession.
However, the need for achievement of the employees
of new generation mainly refers to the chase of power
and the interests in this article.
2) Individuality
The employees of new generation have a strong idea
of individuality. They are concerned about personal
development. At the same time, they also have the spirit
of collectivism. They want the individual and the col-
lective is a win-win relationship [10]. They are con-
cerned about their career development and dare to fight
for their legitimate interests. They do not like to work
overtime and do not want their private time is occupied
by work. At the same time, they also know how to col-
laborate with team members to complete tasks [11].
3) Early adult
With development of information technology and
changes in educational philosophy make them pre-
maturely exposed to the adult world. Adult survival and
development “game rules” had a major impact on them
[12]. They are concerned about relationships and power.
Because they emphasize the value of the actual needs
[13].
In short, they have a high need for achievement, they
emphasize individuality. At the same time, they want to
be respected and premature deeply affected by the adult
world.
2.3. Interaction of the Structure of Grade and
the Employees of the New Generation
China is a country attaches great importance to cultural
heritage. Therefore, they must be still deeply affected by
the structure of grade (See Figure 2).
Figure 2 is constituted by the three dimensions:
Distance from the center of power (D), Relations with the
T 1
O
0
D 1
D -1
R 1
R -1
Figure 2. Interaction of the structure of grade and the em-
ployees of the new generation.
Open Access AJIBM
The Incentive Problems Study of the Employees of the
New Generation under the Structure of Grade in China
717
centers of power(R), the employees of the new genera-
tion (T).
In the figure, 1, 0, 1 to explain D, R. T = 1 means
that employees of the new generation. O represents a (R
= 0, D = 0, T = 1). For example (R = 1, D = 0, T = 1),
said: a close relationship with the leadership, moderate
power distance, employees of the new generation.
In the structure of grade, according to rely on their
own subordinates and the ability of subordinates, mana-
gers allocate resources [14]. Therefore the structure of
grade had an impact on the employees of the new
generation directly. In order to achieve their goals, they
are concerned about relationships and power. Create
effects model function: M = F (R, D, T), to explore
interaction of the structure of grade and the employees of
the new generation. M > 0 indicates a positive impact
force; M = 0 means no influence; M < 0 represents
produce negative influence.
1) When R = 1, D = 1, M = F (R = 1, D = 1, T) values
At this time, the staff is both confidant and go-getters
of superiors [5], M> 0. In order to maintain vested
interests, employees tend to work hard.
2) When R = 1, D = 1, M = F (R = 1, D = 1, T)
values
At this point, the staff is superior skeleton staff rather
than cronies. T = 1, M may have both positive and
negative. First, the staff put focus on relationships, 0 < M
< Mmax. Second, the employee does not pay attention to
the relationship, M < 0.
3) When R = 1, D = 1, M = F (R = 1, D = 1, T)
values
This case, the staff is superior cronies. The value of M
first increased and then decreased (See Figure 3). Figure
3, P represents the time dimension. M is a lower and
upper bound.
4) When R = 1, D = 1, M = F (R = 1, D = 1, T)
values
Employees are neither cronies nor skeleton staff. At
this time, the stability of employees is the worst, M < 0
P
0
M
P
M
0
P
Figure 3. Under the influence of emotional images of M.
or M = 0, employees were marginalized, and employees
have no advantage in the allocation of resources.
3. The Incentive of the New Generation
under the Structure of Grade and Theory
of Cognitive Dissonance
3.1. Theory of Cognitive Dissonance and the
Incentive of the New Generation
The basic principle of theory of cognitive dissonance is
that people have a tendency to a consistent or balanced
[15]. When this pressure exceeds the affordability of the
individual, the individual have the willingness to take
measures to coordinate. In addition, there are three fac-
tors affecting the individual’s motivation: degree of im-
portance of disorders, degree of self-control, degree of
rewards [9]. In the structure of grade, the employees of
the new generation take measures based on their per-
ception of relationships and power distance measures.
[14]. To comfort of their own minds, they will seek
cognitive coordination. According to theory of cognitive
dissonance, encounter this uncoordinated, the employees
of the new generation will take measures to reduce
inconsistencies. In this case, they change their perception
or change their behavior. For the target, managers can
shape their behavior.
3.2. Incentives under Theory of Cognitive
Dissonance and the Structure of Grade
In order to achieve the target incentive, managers lead
their cognitive and behavioral (See Figure 4). Based on
the function M = F (R, D, T = 1):
1) M > 0
Distance
Pressure
Disorder
factor
Guidance
Force
The new generation
Cognitive
consistent
Incentives
Cognitive
dissonance Mea sur e
Rationality
Comfortable
Distance
Attitude
Behavi or
Relations hip
Relations
Figure 4. Incentives under theory of cognitive dissonance.
Open Access AJIBM
The Incentive Problems Study of the Employees of the
New Generation under the Structure of Grade in China
Open Access AJIBM
718
At this point, managers do not need to motivate the
new generation. Because they do not have cognitive
dissonance or they can withstand the pressure.
2) M < 0 or M = 0
First, managers should make employees perceive that
“we” are intimate. Second, leaders should let them
believe that “you” are my skeleton staff. Finally, mana-
gers should make Employees feel that they are respec-
table in allocation of resources. In addition, scenario is
complicated. In a complex scenario, managers need
contingency management.
4. Conclusions
The incentive of the new generation employees is the
world problem in dire need of solving in the labor market.
Western society is a “group structure.” Organization is a
group, which is composed by a number of persons. In the
same group, members of the group are equal and free.
They do not pay attention to relations and power. For
their own goals, they just need to improve their ca-
pabilities. However, our traditional society is the struc-
ture of grade and it is a country with horizontal and
vertical structure [4]. Horizontal “layer” refers to the
relationship, and vertical “sequence” refers to a power
distance. In such a structure, they pay attention to
relations and power. They ignored to improve their skills.
So, we should have a broad vision to study it.
Western classical management theory is based on the
special social, political, economic and technological
environment. These theories are very important for us.
However, we also build our own theoretical system.
Therefore, this paper indicates the incentive problems of
the new generation mainly from the perspective of the
China’s social structure (the structure of grade) and
theory of cognitive dissonance.
5. Acknowledgements
This study is supported by the National Natural Science
Foundation of China (11101265, 41171101, 61075115),
National Social Science Fund (12BGL088), Shanghai Edu-
cation Research and Innovation Key Project (14ZZ157).
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