An analysis of the extent to which employees of post-80s and 90s in China can be motivated by financial and non-financial rewards.

As Chinese post-80s and 90s employees whose values of job motivation, rewards and satisfaction have huge difference with workforce of other generation due to special social context they have experienced, it is significant to examine factors that motivate them effectively. There are three main research focus, the first focus is to find out factors that demotivate and dissatisfy them; the second focus is to identify their preference of rewards within financial and non-financial rewards; the last focus is to explore factors that influence the retention of this special cohort. With the use of in-depth interview as qualitative research approach, 15 Chinese post-80s and 90s participants are invited to have a better understanding of their opinions. The research found that financial rewards is not the only factors that have important effect on motivating and satisfying Chinese post-80s and 90s employees, some non-financial rewards like recognition, harmonious superior-subordinate relationship, and management style play an increasingly essential role. Therefore, organizations should improve their motivation strategy and rewards management to cater for Chinese post-80s and 90s employees' higher level of needs like work-life balance, self-improvement and self-actualization. Key words: Chinese post-80s and 90s, motivation, financial and non-financial rewards