The Study Of The Matching Of High Performance Work Systems In Turnover Intention Perspective

In recent years, more and more researchers began to think about how to achieve the match between high-performance work system and employees for promoting enterprise performance.The match between human resource practice system and employees has become the focus of academia and business communities.Based on social exchange theory, the result of the P-O fit under the circumstance of high-performance work system has a huge impact on employee’s decision-making process and behaviors. Employees, as the perception subject, their needs and objective systems are highly complicated, individual behavior decisions are affected not only by the current targets (self-reinforcing),but also by the next targets (self-improvement). While Maslow pointed out that individual needs were dynamic, different needs triggered different behavior patterns of individuals,so studying the roles different needs played in individual behavior decisions had important theoretical and practical senses.This paper attempted to analyze the function mechanisms of person-organization fit perception and resigning intention in high-performance work systems, and took time perspective views as the ideological basis to study the function mechanism between different current targets, long-term goals of individuals and resigning intention, and alao analyzed the effects and function mechanisms employees’ occupational delay gratification had in the relationship between person-organization fit perception and resigning intention.This study used statistical analysis softwares (SPSS17.0and AMOS17.0) to analyze the sample data collected by questionnaires, and at the end came to conclusions as follows:(1) The perception of P-O fit has a significant negative impact on employee’s resigning intention. N-S fit(β=-.382, Sig.=.002), D-A fit (β=-.296,Sig.=.027)and organizational career development fit (β=-.262, Sig.=.043) all have a significant negative effect on employee’s resigning intention. Values fit (β=-.245) also negatively affects resigning intention, but the effect is not very significant(Sig.=.061).(2) Employee’s perception of N-S fit (β=.376,Sig.=.003) and the perception of organizational career development fit(β=.425, Sig.=.001) have a significant positive influence on employee’s perception of D-A fit. Organizational career development fit parts mediated the influences that perception of N-S fit imposed on the perception of D-A fit.(3) Employee’s perception of organizational career development fit has a significant positive effect on employee’s tendency to delay his occupational gratification (β=.342, Sig.=.003).(4) Employee’s D-A fit perception chapter mediated a negative impact that the perception of N-S fit imposed on employee’s resigning intention, but this study didn’t prove that D-A fit has a mediated effect on the relationship between values fit and resigning intention.(5) Employee’s occupational delay gratification has an interfering mediated effect on the relationship between employee’s N-S fit perception and resigning intention.