| In the era of knowledge economy, competition of hunting talent become more and moreintense between companies as human resources largely determine victory or defeat of enterprises,especially in the high-tech enterprises.Meanwhie, business managers always get in trubble whenhanding the reservations of human resources. Companies are trying a variety of managementways to stimulate their creativity and enthusiasm as well as to improve key talent retention, inwhich the most prominent is the implementation of people-oriented management practices,implementing organizational career management. But in recent years, managers have found thatthe implementation of organizational career management does not necessarily reduce the turnoverrate. Therefore, it is very necessary to study how the organizational career management impactstaff turnover intention. Under this basis of phenomenon, a psychological variable calledoccupational commitment is introduced in this paper to dicuss how the organizational careermanagement impact on it, and the impact of both on employee turnover intention.There are three steps during the research of this thesis:First, interview and investigationwere done to revise the survey questionnaire at protophase.Second, extend the questionnaires andcollect data. Finally, statistical analyze and abstract conclusion.The impact of organizationalcareer management and occupational commitment on turnover intention is discuessed throughquestionnaires of 165 young employees coming from hi-tech enterprises. Through This statisticalresearch,results as follows are attained:(1)Affective commiment is a hundred-percent mediator between organizational careermanagement and turnover intention. A hundred-percent mediator means that the impact oforganizational career management to turnover intention isn't directly, but passed by affectivecommitment. Fair promotion and information provision and focus on training are fully dependingon affective commitment working as a intermediary variables to effect on turnover intention, andcareer self-awareness can be directly play the role on turnover intention, or pass by affectivecommitment to act on turnover intention.(2)Affective commitment is moderator to information provision and fair promotion andturnover intention. The level of affective commitment will regulate relations between fairpromotion and information provision on turnover intention. Different affective commitment levelneed different organizational career management tactics.(3)Although occupational commitment is a mediator of turnover intention, only affectivecommitment of occupational commitment play the key role, and the opportunity commitment do not direct impact employee turnover intention. Opportunity commitment and organizationalcareer management interact each other, and combined effect on the turnover intention.(4)Marital status, work experience, age, education, The number of job-hopping ofdemographic variables have marked impact on organizational career management andoccupational commitment, then impact on turnover intention.There are three shortcomings in this research. First of all, data of questionnaires are mainlycollected via forwarding by classmates and friends i.e convenience sampling method, studysample may not exactly represent what we want. In addition, most respondents are young staffwhich results in the distrubution of position level, age, education and marital status may notaverage, and affect the study results. Secondly, this study just only selected R&D employees inhi-tech enterprises, so the results of the research suitable for other industries or not need furtherstudy.Third, this study did not consider whether the influence of personality traits toorganizational career management and ccupation commitment will also affect turnover intention.Moreover, there may exist other factors that affect organizational career management andccupation commitment, whether their do work as moderator or mediator is not considered. |
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