现今青年员工已成为各企业实现长远发展的重要战略资源，由于青年员工与中老年员工的成长环境不同，导致青年员工的工作发展需求与群体特点与中老年员工之间存在着显著的差异。对于企业而言，如何准确把握住青年员工的工作需求与群体特征，并针对不同青年员工采取适宜的激励措施，是关系到企业实现可持续发展的重要课题；因此，企业若想充分发挥青年员工的能力和积极性，对青年员工要有正确认知，了解其时代特性以及职业特征，建立现代的人才管理体制。

    本文首先从H公司的青年员工激励现状出发，运用问卷调查法、实证分析法和对比分析法等方法，分析了H公司的青年员工激励现状与问题；其次,在问卷设计中，结合访谈结果提炼出19个激励因子，并对在公司进行激励因素问卷调查收集到的所有调查数据进行整理和归纳；再次，对汇总数据进行统计分析，结果发现对H公司青年员工最具吸引力的三项激励因素分别为“提高薪资待遇”、“提高绩效奖金制度”及“提供进修或培训机会”，不同性别、部门性质、职位及工龄的员工对激励因素的需求也不尽相同；最后，从物质、发展、精神三个需求层面对H公司现行青年员工激励提出提高薪酬待遇、保证公平公开、健全绩效考核体系、引导青年员工职业规划、建立有效的晋升通道、鼓励合理的人才流动等对策建议。

    本文通过探索H公司青年员工激励因素，并为公司提出科学合理、积极向上的员工激励对策建议，从而提升员工工作积极性和H公司的市场竞争力，降低核心人才的离职率。

    Nowadays, young employees have become an important strategic resource for enterprises to realize long-term development. For the different in growth environment between young employees ,middle-aged and old employees,  there are the differences in the needs and group characteristics. As for the enterprises, it is important that how to accurately grasp the job needs and group characteristics of young employees, and take appropriate actions for them. If enterprises want to give full play to the ability and enthusiasm of young employees, they must to understand carefully the young employees and the characteristics of The Times and career of them, and establish a correct concept of talent management.

Based on the current situation of incentive factors of young employees in H Company, this thesis analyzes the current situation and problems of incentive factors of young employees in H Company by questionnaire survey, empirical analysis, comparative analysis and other methods. In the questionnaire design, 19 incentive factors are extracted based on the interview results. Secondly, all the survey data collected from the questionnaire on incentive factors in the company are sorted and summarized. And then, statistical analysis of the aggregated data revealed that the three most attractive motivating factors for young employees of Company H were "increased salary", "improved performance bonus system", and "provided further education or training opportunities". Meanwhile, it is also found that employees with different gender, department nature, position and length of service have different demands on incentives. Finally, from the three aspects of material, development and spiritual for the current young staff incentive H company put forward to improve the salary and treatment, ensure fair and open, improve the performance assessment system, guide the career planning of young staff, establish an effective promotion channel, encourage reasonable talent flow and other optimization suggestions.

This thesis explores the incentive factors of young employees of H Company, and proposes scientific, reasonable and positive employee incentive countermeasures for the company, so as to enhance the enthusiasm of employees and the market competitiveness of H company, and reduce the turnover rate of core talents.