| With the economic globalization, science&technology fast developed and knowledge-based economy being prosperous, the competition environment of enterprises becomes more complex and uncertain, and the competition among enterprises becomes fiercer and fiercer. All of these lead to great challenge to the stability of employer-employee relationship in boundary-less (or variability) career of staff. Besides, the transformation from lifetime employment to the life-long employability and these changes demand organizational structure to be more flexible. Based on the transition from traditional agriculture to manufacture and service industry and the transition from planned economy to market economy in China, the lifelong attachment relationship between staff and organization is being weaken gradually, the dominant employment pattern of internal labor market faces serious challenge, and the externalization of employer-employee relationship gets more and more apparent. All of these have deep influence on staff’s work attitudes and behaviors, the phenomenon of turnover rate and low commitment has been widespread in the field of the employer-employee relationship. Thus, the urgent significant problems of many enterprises face are how to keep stability of staff, how to improve staff’s organizational commitment and how to create organization’s competition advantage.Employability is the key to the solution of employer-employee relationship in the boundary-less career era, and the research on the development and generative mechanism of employability has become a hot topic in the international academic circles, as well as an important area of the public policies in the developed countries (Jinyu Xie,2011). Training is the main method to improve employability, and the opportunity to learning and developing of staff has become the first standard in choosing organization to serve. However, the utility of training is perhaps bidirectional, it may enhance the organizational identification and organizational commitment and it also may cause the risk of investment to human capital. So training becomes one of the key contradictions and problems needed to be solved in the employer-employee relationship.In order to deeply explore above questions, this paper transforms them into discuss the relationship among training, employability, organizational commitment and turnover intention. Based on the psychology theory of "stimulusâ†'cognitiveâ†'response", social exchange theory and social cognitive theory, this study construct model and try to answer the following questions:(1) Does training improve employability significantly?(2) Does employability play an mediate role between training-organizational commitment and training-turnover intention?(3) If so, in order to judge the general effects of training on the staff’s attitude, the paper takes training as the common antecedents, and compares the path coefficient of employability to the organizational commitment and to the turnover intention.(4) Furthermore, this study explains that in which condition training wound enhance the staff’s organizational commitment and in which condition training wound lead them leave their positions after attending training? This’study introduces expectation value to deepen mechanism between the variables through the moderated mediator effect between employability and expectation value.The paper has used documentary analysis, depth interview and questionnaire survey to do theoretical research and empirical test. By using documentary analysis, the paper reviews systematically its theory foundation and gives an summarization on the existing research about training, employability, organizational commitment, turnover intention and expectation value, which is trying to provide theoretical support for possible connection among the variables. By deeply interviewing all kinds of staff who are attending training in the organization, the paper understands the staff’s self-perception of the training and employability, knows main factors which influence their decision to stay or leave the position and tests the intermediary effect between the variables and excavates moderating variables from the perspective of practice. According to documentary analysis and depth interview, the paper analyses inductively the category of the training, employability, organizational commitment, turnover intention and expectation value, summarizes variable’s dimensionality, analyses variables’ relationships, puts forward theoretical model and then presumes the variables’ relationship. By using questionnaire survey, there are367effective responses, and the paper tests its credibility and validity through the relevant statistic analysis methods. Besides, the paper tests the main effect, mediating effect and moderated mediator effect with the help of SPSS and AMOS software.The conclusions of the paper are drawn as follows:(1) The dimensions of employability can be measured from perspective of self-perception, including internal employability and external employability, and the structure dimensions have good validity and credibility and applicability in China. The structure dimensions of training can be measured from the subjective perspective, which is included training opportunity, training willingness, training support, and training gains, which can be sorted into personal-related benefits of training and career-related benefits of training.(2) The effectiveness of the training has been tested, which can improve significantly both the internal and external employability.(3) Training has significantly positive prediction on the organizational commitment and negative effects on turnover intention, It means that training can affect staff’s attitude to whether to quit the job or not.(4) One of the mediate effect test of employability is that employability mediates the relationship between training and organizational commitment. Furthermore, internal employability plays partial mediate effect and external employability has no significant mediate effect between training and organizational commitment, which shows that training not only can directly effect on the organizational commitment, but also has indirect influence on staff organization commitment through employability.(5) The second mediate effect test of employability is that employability mediates the relationship between training and turnover intention. In detail, internal employability plays full mediate effect and external employability has partial mediate role between training and turnover intention, which shows that training can play completely impact on turnover intention through the internal employability, meanwhile training not only can directly effect on turnover intention, but also has positive influence on turnover intention through external employability.(6) By comparing these influences, the paper finds that training has far more positive influence on organizational commitment than turnover intention.(7)The paper further analyzes how the expectation value affects the staff’s behavior choice, which the expectation value plays moderated mediator role among employability, training and turnover intention. When the expectation value becomes higher degree, employability can enhance the degree of organizational commitment; while the expectation value becomes lower, employability can increase employee turnover intention. The above conclusion suggests that employment and expectation value both affect on the relationship of training and staff attitudes.The paper has presented the mediated moderation model based on social exchange theory and expected utility theory, and deeply described the relationship between training and employee retention/turnover. In the view of the paper, training is an important factor for the staff to make the retention/turnover selection in the boundary-less career era ("Is there a role?"), and the paper expounds preliminarily the mechanism of training affecting on employees selection ("How to play role?"), and further reveals the important reasons of the staff making different choices ("When to play role"), which can enrich research the contents about training and organizational commitment and promote further research. The theoretical significance of the paper lies in as follows:(1) It helps to distinct training influence on the mechanism of staff’s attitude and behavior at the background of boundary-less career.(2) It discusses the employer-employee relationship on the perspective of employability, which provides new ideas for micro-adjustment mechanism of employer-employee relationship.(3) It expands the utilization of two constructs-training and employability in China. The practical significance of the paper lies in as follows:(1) It tries to explain some puzzlements in the practice of HRM on the perspective of employability.(2) It offers some guidelines in the practice of the HRM in the boundary-less career era.The innovation of this study is mainly reflected in the following three aspects.1. The paper has tested the dimension structures training and employability and verified its applicability in China from microcosmic perception perspective. The existing researches on training mostly focus on qualitative analysis or objective figures, focusing on the investment of training and its process. However there are few researches on measuring training and valuing its validity from subjective experience of the participator. The paper mainly measures training from the point of the perception of individuals, which has been proved reasonable and effective by some foreign scholars, though few domestic researches have referred to this method. As to the study on employability, the domestic researches always adapt the method of qualitative analysis and concentrate on the level of government and company and lack of the measurement on employability of staff. Therefore, this paper based on the background of boundary-less career which ’employability’is the key word of the employer-employee relationship and training is the most important management method to improve employability, has tested training and employability on the aspect of self-perception and verified the applicability of these two scales in China, which can offer consultation to the following related measurement. Through exploratory factor analysis and confirmatory factor analysis, the paper finds that employability, either as single dimensionality or as two dimensionalities of internal and external, can be applied in China, which has good reliability and validity; but the dimension structures of training have some differences in China compared with abroad researches, that is, excepting that the training willingness, training opportunity, training support which are coincident with that of foreign studies, the benefits of training can be divided into two dimensionalities, that is personal-related benefits of training and career-related benefits of training. Whether the reliability and validity of dimension structures of training has its universality or not will be further verified.2. The paper has introduced employability to explain the staff choices of retention/turnover in boundary-less career era. The existing researches have paid much attention to the relationship of training and staff’s attitude; However, they lack of research on its process of the internal mechanism, it is essential to research the question further. The paper based on traditional model-"stimulate-*recognizeâ†'reaction" as the theoretical foundation and taken social exchange theory, expecting utility theory and social recognize theory as variable logic relationship between deduction theory, tries to open the "blackbox" of the relationship of training and the staffs attitude by using employability and comes to a conclusion through the hypothesis deduction and empirical test, which employability plays mediate role between training-organizational commitment and training-turnover intention and expectation value plays an moderator mediated effect between employability and staff attitudes. The conclusion reveals deeply how organization’s training policy affect staff’s attitude and behavior choice at the background of new employer-employee relationship, which enriches employer-employee relationship theory. 3. The paper has explored the development and implementation mechanism of employability, which can provide new ideas for micro-adjustment mechanism of employer-employee relationship. In a word, it has answered the practical puzzlement, that is’whether the company should invest in training employee or not, and whether enhancing employability of employee should mean high probability of staff’s turnover or not’; it has also proved that investment in staff training by organization can improve staff’s employability and maintain a high degree of commitment of the staff, which means training can being a kind of incentive strategy for the new employer-employee relationship as the traditional incentive way gradually invalidating. It needs the innovations of the management perception in order to adapt the conclusion:(1) Employability should be seen as the key in the reconstruction of new employer-employee relationship and the balance of modern company employer-employee conflicts.(2) Employability should be seen as management mechanism to enhance staff’s quality and to keep employer-employee relationship stable before the event.(3) Employers and employees should form mutual investment concept, definite clearly both sides’ investment content and establish reasonable mechanism of profit distribution, risk protection and stimulation-restraint, which arouse new challenges to the present employer-employee model. Based on these, the paper comes up with specific suggestions from the perspective of organization and staff so as to improve the development and exploiting of staff employability, and then optimizes the employment strategy to relieve employ conflicts, improve the employment rate and employment quality and fulfill the harmony of employer-employee relationship. |
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