现在社会，广大的泛90后群体陆续加入职场，逐渐成为各个企事业单位的主要人力资源。在针对泛90后的管理中，人们发现这一群体既不同于80后，也不同于70后，他们个性更加鲜明，自信张扬、有很好的创新思维。不过由于父母长辈的娇惯，多数人心里承受能力比较差，禁不起挫折与打击。这些泛90后员工们所独具的特点对于企业管理者们提出了强有力的挑战。基于泛90后张扬的个性，本文尝试从对泛90后非物质激励方面着手探讨与忠诚度的影响关系，首先因为物质激励对泛90后的作用是否大，从实践中发现没有绝对的相关性；其次中小民营企业一般来说没法过多的使用物质激励的方式来激励员工，尤其是北上广等一线城市的中小民营企业，企业的经营成本不断在提高，压力不断在增大；最后通过前人的研究发现物质激励容易成为保健因素，而非激励因素，因此在保证泛90后员工物质基础的前提下，更多的进行精神层面的引导，使得激励措施能起到长期良性作用。 本研究通过文献总结国内研究人员及企业管理者针对泛90后行为方式，性格特质及环境背景的研究。总结国际上相关学者就员工激励管理方面的研究成果，应用例如：马斯洛需求层次理论、ERG激励理论、成就理论、双因素理论等理论方法分析研究，试图提取出非物质激励的有效因素。并且通过对北京、上海多家中小民营企业员工进行问卷调查，收集现实数据，应用SPSS软件综合分析搜集的问卷数据，最终构建出中小民营企业泛90后员工非物质激励与忠诚度关系模型。希望此模型的分析结果能为广大中小企业对泛90后员工的管理工作提供一些参考。

Over time, people witnessed after 80 generations of growth and maturity, while the group began to meet a new generation entering the workplace. People between 90 and 80, divided into a group, this group was born in the late 1980s and early 1990s, they both shadow after 80, there are 90 properties, so people in this group will be called "Pan 90 "refers to people born between 1988 to 1992. And this group is currently the main employment groups workplace. Entering the workplace, the pan after 90 impression is lively and cheerful, enthusiastic positive, confident assertive, have a good creative thinking. At the same time due to social development, family living conditions changed for the better, the same generation as the only pan-90 naturally doting parents, this will inevitably result in their hearts fragile, poor compression. But also to the modern enterprise management presented a great challenge.Management for the pan after 90, there is a problem so that managers are always very confused, in the end is going to pan after 90 what? If you ask this question directly, "Pan 90", they almost always choose the most important factor in salary. But in the actual management practice also found that "Pan 90" leaving a variety of reasons, including because of the treatment of the problem seems to be but is a small proportion.Employee motivation is divided into material incentives and non-material incentives, this study focuses on the non-material incentives, as a result, the role of material incentives for pan 90 is large, it found that the practice does not necessarily have a strong correlation between absolute; two to SMEs in general relatively low profits, and thus cannot use too much material way to motivate employees; three years, material incentives likely to be health factors rather than incentives, long-term effect is not sustainable. Therefore, we must ensure that the basic material basis under conditions of employees, more spiritual level to boot, so that employees can be a long-term healthy development. Of course, we cannot completely replace the pursuit of non-material incentives material incentives, material incentives only under the same or even slightly lower material incentives, the effective use of non-material incentives ways to improve employee loyalty to the enterprise, so as to enhance efficiency and improve stability.Research for the pan after 90 behavior, personality traits and environmental background of this study, the researchers document summarizes the domestic and business managers. Domestic and foreign researchers and academics on Maslow's hierarchy of needs theory, ERG theory of motivation, achievement theory, two-factor theory and research in business management. Extract the effective factors of non-material incentives, through Beijing, Shanghai, many small and medium private enterprises employee questionnaires, data collection, use SPSS software to analyze the results of the survey of small and medium private enterprises to build pan-90 non-material incentives and employee loyalty the degree of the relational model.