Abstract
Based on the social exchange theory, this study uses questionnaires from 313 employees to discuss the impact mechanism of high-performance work system on new generation employees’ turnover intention, and introduces psychological capital and perceived organizational support. The study draws assertions from related concepts of psychological capital and perceived organizational support to determine relationships between high-performance work system and new generation employees’ turnover intention; psychological capital, perceived organizational support and turnover intention. Through empirical analysis, it is found that there is a significant negative correlation between high-performance work system and new generation employees’ turnover intention; psychological capital partially mediates the relationship between high performance work system and turnover intention of new generation employees; perceived organizational support plays a moderating role between psychological capital and new generation employees’ turnover intention. Through empirical analysis, we hope to provide some suggestions for enterprises to reduce the turnover rate of new generation employees.
Highlights
Excellent talents are the important capital for the prosperity of enterprises and country
The results show that the Cronbach’s α values of high performance work system, turnover intention, psychological capital and perceived organizational support are 0.848, 0.804, 0.822 and 0.767 respectively, which are higher than the critical value of 0.7
Model 2 tests the relationship between high performance work system and turnover intention of new generation employees
Summary
Excellent talents are the important capital for the prosperity of enterprises and country. With the rapid development of Internet and the acceleration of economic globalization, the restriction between region and information sharing has been broken and the speed of staff turnover has increased; on the other hand, because the birth and living environment of new generation employees are different from that of the old generation, it determines that the personality, lifestyle and habits of new generation employees will be very different from those of old generation They do not like to be restrained; they are more eager to realize their own value and pursue themselves in an open and fair environment. The study starts with high performance work system in Chinese context, discusses its influence and mechanism on the turnover intention of new generation employees based on the social exchange theory, and introduces psychological capital and organizational support as mediating variables and moderating variables respectively, hoping to provide some ideas for enterprises to retain new generation employees
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