RESEARCH ON THE IMPACT OF CORPORATE CULTURE ON THE TURNOVER OF KNOWLEDGE EMPLOYEES - TAKING WORK HAPPINESS AS A FACTOR

Abstract

In new energy vehicle manufacturing enterprises, the proportion of knowledge-based employees is the highest because the software and hardware design belong to the high-end manufacturing scope, which requires high levels of knowledge and learning ability from employees. The majority of knowledge-based employees have completed their higher education, allowing them to immediately apply their acquired professional knowledge to their work positions. Moreover, knowledge-based employees have relatively high innovation abilities. Corporate culture serves as the foundation for a company's overall organizational atmosphere. If a knowledge-based employee psychologically underestimates their company's corporate culture, they will be dissatisfied with the current organizational atmosphere and interpersonal relationships. If they fail to effectively control and eliminate negative emotions, they may develop a tendency to resign or even engage in resignation behavior. Employee recognition of the corporate culture reduces the likelihood of knowledge-based employees resigning. The higher the cultural identity, the lower the probability of knowledge-based employees having a tendency to resign; there is a reverse effect between the two. The overlap of corporate strategies and the sense of corporate culture identity can both reduce the likelihood of knowledge-based employees leaving, but the degree of corporate culture identity has a greater effect on reducing the likelihood of turnover among knowledge-based employees. The job satisfaction of knowledge-based employees can play a mediating role between corporate culture and turnover intention, further amplifying the stimulation of corporate culture and helping companies reduce the probability of knowledge-based employee turnover intention.