The Impact Of High Performance Human Resource Practices On Employees’ Turnover Intention

Nowadays, China is in the midst of the "demographic dividend" period, the employee turnover in some enterprises is serious since the demand and supply conflicts of labor quantity and quality are increasingly prominent. The upgrading of industrial structure promotes enterprise to change the traditional human resource management characterized by "controlled" to high performance human resource management characterized by "controlled" and "committed".This paper conducts three main empirical studies step by step which are also innovative in current research field. These details are given as follows:(1) First and foremost, based on the content analysis method, a new research framework is established and the definition of meta-model is proposed by the qualitative research network and semantic analysis of data mining orientation. This paper adopts semantic analysis to study the three key words, that is, human resource management, high-performance HR practices and turnover intention, searched in the CSSCI journal during the last ten years. Thus, based on the results of qualitative data analysis, this study introduces related theory in order to summarize the four element model of high performance human resources, and try to distinguish the types of turnover intention, i.e.,"hybrid" model-"task" oriented turnover intention;"pyramid" model-"status" oriented turnover intention;"concentric circles" model-"relationship" oriented turnover intention;"symbiotic network" model-"group" oriented turnover intention. Moreover, this paper discovers that the domestic researches are not sufficient by comparing with foreign studies on the relationship between high-performance HR practices and turnover intention. Also, these results can provide support for the following study two in this paper. The study one also finds that "social-relationship" and "embeddedness" are at the core of high-performance and turnover intention research network which can provide guides for the construction of dynamic evolution model in study three.(2) Building on the144valid questionnaires from three companies, this paper examines how high performance HR practices affect employee turnover intention through the empirical research. The results demonstrate that high performance HR practices negatively affect employee turnover intention; organizational identities mediate the relationship between high performance HR practices and turnover intention; the relation between high performance human resource practices and organizational identities is moderated negatively by procedural fairness; the relation between organizational identities and turnover intention is moderated negatively by procedural fairness.(3) In order to highlight the dynamic evolutionary relationships of network-building HR practices, job embeddedness and turnover intention, this paper builds up an evolutionary mechanism model about these three variables mentioned above. Based on the case analyses about turnover problem from6employees in six different enterprises, this study finds that the action mechanisms and manifestations of three variables are different in the different stages of turnover intention. In the germination stage, intentions to stay are significant by using material and institutional support to increase job, structure and relationship embeddedness; In the development stage, turnover and stay intentions are significant by employing institutional support to increase relations and structures embeddedness; In the mature stage, the turnover intentions are higher by enhancing relationship embeddedness through institutional support.