Abstract
In addition to internal and external hiring, re-hiring as a third way to obtain employees, has become increasingly important in the case of volatile career and fierce competition in the talent market. Current studies on boomerang employment are scarce and mainly focus on boomerang performance, with little emphasis on the generation of boomerang employment. Based on social identity theory, this paper explores the generation of boomerang employment from the perspective of legacy identification, holds that legacy identification affects boomerang intention, and that both corporate prestige and psychological contract violation affect legacy identification through legacy identification. The cooperative possibility between the current and former organization will moderate the positive effect of both corporate prestige and psychological contract violation and boomerang intentions through legacy identification, such that the mediated effect is stronger when the cooperative possibility is higher. We find support for our hypotheses in a sample of 393 ex-employees in the industries of internet communications, financial, and the professional services. Hopefully, this study can provide the basis for the continuous attention and management of former employees, thus enrich turnover research and expand the connotation and boundary of human resource management.
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