The new generation employees have become the main force of the workplace, with distinctive features different from previous generations of employees. Its research is still in its infancy in China, far from meeting the needs of society and practice. With the changes in the domestic and international environment in the social and economic fields, the external environment for the survival and development of enterprises is also changing. How to better manage and guide the behavior of this special group of new generation employees, improve the level of human resources management, and produce high-level job performance, the times have presented us with new challenges.In today's society where the economy is developing at a high speed and competition is becoming increasingly fierce, people has shown a growing pursuit of happiness in the work, and happiness brought by work is increasingly valued by enterprises. The happier employees were, the more engaged, creative and resilient they were at work. The domestic academic community’s research on work well-being started late, and mainly focus on the mechanism of reason, and the discussion on the effect mechanism is not enough. It might be of practical significance to explore the mechanisms of work well-being and job performance at all levels.In this study, a convenient sampling method was used to collect information by filling in the online form. A questionnaire survey was conducted on 319 new generation employees, and data analysis was performed through SPSS statistical software analysis to test the model hypothesis. At the end of the study, based on empirical analysis results, the author puts forward corresponding management suggestions and countermeasures on how to improve employees' work well-being and job performance.The study results show that the work well-being of the new generation employees significantly affects job performance, that is, the higher the work well-being is, the higher the new generation employees’ job performance output will be; the willingness to stay on the job has partly intermediate function between work well-being and job performance. Improving the employee’s willingness to stay on the job is conducive to improving their performance. Work embedding has a regulating effect on the relationship between retention intention and job performance. The higher the level of work embedding, the effect of willingness to stay on job performance is greater.This study found out the mechanism and boundary conditions of the work well-being on the new generation employees’ job performance, enriched the research on the new generation employees, the work well-being and job performance of and provided certain opinions and suggestions for the human resources management and organizational management development of the enterprise.
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