Abstract
Boomerang employment has become an increasingly significant third way to obtain employees, yet little research has focused on why does ex-employee want to come back. Drawing from social identity theory, we propose that legacy identification could increase boomerang intention and both perceived corporate prestige and psychological contract violation could affect boomerang intention through legacy identification. The cooperative relationship between the former organization and the current organization could enhance these effects. Results from a two-time points survey of 202 Chinese employees showed that legacy identification could increase boomerang intention, perceived corporate prestige could increase boomerang intention via legacy identification, psychological contract violation could decrease boomerang intention via legacy identification. Besides, the positive effect of legacy identification on boomerang intention, the positive indirect effect of corporate prestige on boomerang intention via legacy identification, and the negative indirect effect of psychological contract violation on boomerang intention via legacy identification are all stronger when there is a cooperative relationship. Theoretical and practical implications are discussed.
Highlights
Voluntary turnover is regarded as a betrayal and is largely considered to be the end of the relationship between the employee and the organization
According to H1, H2a, H3a, and H4, the following hypothesis is proposed: H4a: The cooperative relationship between the current organization and the former organization moderates the relationship between perceived corporate prestige and boomerang intention through legacy identification
Hypothesis 3a proposed that legacy identification mediates the relationship between perceived corporate prestige and boomerang intention
Summary
Voluntary turnover is regarded as a betrayal and is largely considered to be the end of the relationship between the employee and the organization. When an individual “terminates” his/her current employment relationship, he/she cuts off the connection with their former organization forever (Shipp et al, 2014). This judgment ignores the possibility that exemployees may return to the company in the future, which is called “boomerang employment” (Arnold et al, 2021). A large scale of ex-employees appears (Laulié and Morgeson, 2021), providing numerous human resources for the former organization. Internal and external hiring have their limitations
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