摘 要 知识经济时代，企业管理的重心逐渐转化为以人为本，仅仅依靠规模、资金和技术的发展模式已经远远不能满足21世纪企业之间的竞争，知识型人才在竞争中起着更为关键的作用。“80后”和“90后”员工已进入到各行各业，如何充分激励他们，提高他们的工作产出，就显得尤为重要。然而，“80后”和“90后”是不同时代成长起来的群体，激励因素偏好也可能不同，因此认识其激励因素偏好差异，并分析产生差异的背景和原因，进而提出“80后”和“90后”知识型员工的针对性激励策略，以期激发他们的最大潜能。 通过文献的阅读和总结，本文归纳了“80后”和“90后”知识型员工的群体特征、职业特质以及激励因素指标集，分析了知识型员工的激励现状；采用员工访谈法对“80后”和“90后”知识型员工的激励因素指标集进行了修正，提出本文的研究假设并构建了研究模型；运用SPSS19.0软件对问卷回收的数据进行描述性统计分析、因子分析、相关分析以及方差分析，探讨“80后”和“90后”知识型员工对激励因素的需求差异以及差异产生的原因。本文研究结果如下：“80后”和“90后”知识型员工的激励因素可以提炼为工作环境、工作回报、工作内容、工作保障以及职业发展五个激励因子；“80后”知识型员工比“90后”知识型员工更加显著地重视工作环境、工作内容和职业发展三个激励因子，而“90后”则比“80后”更重视工作回报这个激励因子；背景特征变量中的学历、婚姻状况、独生子女状况、工作年限及工作职级会显著影响“80后”和“90后”知识型员工对激励因素的需求，而工作性质和工作单位性质则不会显著影响“80后”和“90后”知识型员工对激励因素的需求。 本文的研究为新制造背景下“80后”和“90后”知识型员工的激励提供了一定的参考，尤其是存在年轻员工严重流失现象的企业。并且通过对“80后”和“90后”知识型员工群体特征、职业特质及激励策略差异的研究，一定程度上也对现有的人力资源管理理论进行了补充。

ABSTRACT In the era of knowledge economy, the focus of enterprise management has gradually shifted from material-oriented to people-oriented. In the past, relying solely on the development model of strength and technology is far from meeting the competition of enterprises in the 21st century. Now knowledge-based talents play a more crucial role in the competition. The “post-80s” and “post-90s” employees have entered various industries and played an important role in various industries. How to give full play to the enthusiasm of the "post-80s" and "post-90s" enterprise knowledge workers has an important role in the survival and development of enterprises. However, “post-80s” and “post-90s” are groups that grow in different eras. The incentive factors may also be different. They should understand the differences in incentive factors, analyze the background or causes of differences, and study the “post-80s” and “post-90s” enterprises. The motivational strategy of knowledge workers is particularly important to improve the performance of the organization. On the basis of literature review, this paper summarizes the group characteristics, occupational traits and incentive factor indicators of the "post-80s" and "post-90s" knowledge workers, and analyzes the motivation status and existing problems of knowledge workers. This paper uses the employee interview method to correct the set of incentive factors for the "post-80s" and "post-90s" knowledge workers, and puts forward the research hypothesis and constructs the theoretical model. Through the questionnaire survey and using SPSS19.0 statistical analysis software, the collected raw data was firstly descriptive statistical analysis, then exploratory factor analysis、correlation analysis、egression analysis and analysis of variance. Finally, we found the differences between the “post-80s” and “post-90s” knowledge workers in the demand for incentive factors and the reasons for their differences. The research in this paper believes that the motivation factors of “post-80s” and “post-90s” knowledge workers can be refined into five motivational factors: work environment, job return, job content, job security and career development; “post-80s” knowledge workers ratio After 90s, knowledge workers pay more attention to the three factors of work environment, job content and job development, while “post-90s” pay more attention to job rewards than “post-80s”; Education, marital status, growth environment, working years and job ranks in background feature variables will significantly affect the demand for incentives for “post-80s” and “post-90s” knowledge workers, while the nature of work and the nature of the business will not have a significant impact on the demand for incentives. Based on the analysis of the differences between the “post-80s” and “post-90s” knowledge workers, this paper proposes incentive strategies. The research in this paper provides a certain reference for the motivation of the “post-80s” and “post-90s” knowledge workers in the context of the new intellectual creation, especially the enterprises with serious loss of young employees. The research on the characteristics of the post-80s and post-90s knowledge workers, the characteristics of occupational traits and the incentive strategies also enriched the theory of human resource management to a certain extent.