当今知识经济时代，知识已成为企业竞争的核心资本，而兼具高水平教育文化背景和无限创新潜能的知识型员工，是将知识转化为有效生产力的重要载体。随着80后、90后的大学毕业生陆续步入职场，这些新生代知识型员工文化教育程度普遍较高，专业技能水平较强，已逐渐成长为企业发展的主力军和中坚力量。由于新生代知识型员工成长于我国市场经济和互联网技术蓬勃发展时期，他们身上又呈现出不同于其他时代员工的个人特质和工作表现，他们自我意识强、敢于挑战权威、需求多元化、极具创新精神，但同时也存在着协作意识较差、工作流动性高、抗挫折能力弱等问题，传统的权威式、命令式的管理方式已不再适合新生代知识型员工的需求，这给企业的人才管理带来了巨大挑战。如何优化和改进新生代知识型员工管理方法，充分激发他们工作的自主内在动机，真正发掘青年人才的创新潜力，提升新生代知识型员工的工作敬业水平，已成为很多企业管理者面临的急需要解决的问题。本文在梳理领导赋权行为、学习目标导向、心理赋能、工作敬业度等相关理论文献的基础上，结合新生代知识型员工鲜明的群体特征，以S公司为研究案例，进行新生代知识型员工人才赋能机制问题研究。通过对S公司员工的访谈调研，全面分析了S公司人才管理现状，探究了影响S公司新生代知识型员工工作投入的外部环境因素；同时通过对S公司新生代知识型员工职业发展情况进行问卷调查，开展实证分析，进一步研究了影响S公司新生代知识型员工工作敬业度的内在驱动因素，得到领导赋权行为作为组织实践因素、学习目标导向作为个体特征因素，共同正向影响员工的内在工作动机，进而影响工作敬业水平，且心理赋能在领导赋权行为、学习目标导向与员工工作敬业度之间起到积极的中介调节作用。根据访谈调研和实证分析结果，结合作者在S公司的工作经验总结，作者对S公司新生代知识型员工人才赋能机制提出改进建议，同时也从企业管理者人才管理角度、员工个人职业发展角度，给出了一些参考意见。

In today's knowledge-based economy era, knowledge has become the core capital of enterprises. Knowledge workers with high education level and unlimited innovation potential are the important carriers to transform knowledge into effective productivity. With the post-80s and post-90s colleges graduate gradually entering the workplace, these new generation of knowledge workers who have a higher level of education and professional skills are becoming the main force and backbone of the enterprises. Since the new generation of knowledge workers who grew up in the period of rapid development of market economy and internet technology, they also show the different personalities and job performances from the employees of other times, such as strong sense of self, daring to challenge authority, diversity demands, high innovative spirit. But their personality traits also include a low sense of collaboration, high job mobility, and a low ability to cope with frustration. The traditional authoritative and commanding management sytle is no longer suitable for the needs of the new generation of knowledge workers, which brings great challenges to the talent management of enterprises. How to optimize the management methods of the new generation of knowledge workers, fully stimulate their independent internal motivation for work, truly explore the innovation potential of young talents, and improve the work engagement level of the new generation of knowledge workers has become an urgent problem for many enterprise managers to solve.Based on the review of relevant theoretical literature on leadership empowerment behavior, learning goal orientation, psychological empowerment, and work engagement, and combined with the distinctive group characteristics of the new generation of knowledge workers, this paper takes Company S as a case to study the talent empowerment mechanism of the new generation of knowledge workers. By interviewing the employees of Company S, this paper comprehensively analyzes the current situation of talent management in Company S, and studies the external environment factors that affect the work engagement of the new generation of knowledge workers in Company S. At the same time, through carrying out empirical analysis according to the questionnaire survey of the Company S new generation knowledge workers career development situation, the author intends to explore the internal driving factors that affect the work engagement of Company S new generation knowledge workers. Then the conclusion of the empirical study is leadership empowerment behavior as a group factor and learning goal orientation as an individual factor which mutual positive influence on work engagement. At the same time, psychological empowerment plays a positive mediating role in the relationship between leadership empowerment behavior, learning goal orientation and work engagement. According to the results of interview and empirical analysis, combined with the author's work experience in Company S, the author puts forward some suggestions to optimize the talent empowerment mechanism of the new generation of knowledge workers in Company S, and also gives some reference opinions from the perspective of enterprise managers' talent management and employees' personal career development.