Research On Influence Factors Of The Organization Loyalty Of Different Generations Employees In Boundaryless Career Age

Along with the Internet development and the development in science and technology, there are great changes in our political and economic circumstances, and boundaryless career are born. Facing the new circumstance, the loyalties of new generation and traditional employees have been paid attention by the research theories, and organizations expect to learn about the ways to improving employees’ loyalties urgently.This study, from the angles of individual, organization and supervisor, focuses on exploring the factors of influencing employees’loyalties and the weight of these factors as well as the differences of two generations employees in these factors. In the current circumstance of boundaryless career, our research excepts to provide a theoretical basis for improving the loyalties of different generations.Study 1 involves392new generation workers of enterprises. Samples are widely distributed and have good representation. The results of hierarchical regression and benefit analysis show boundaryless career orientation has significant negative effects on the loyalties (affective commitment, job-search behaviors, turnover intention) of new generation employees; organizational support for development, perceived career opportunity in organizations and perceived supervisor support have significant proactive effects on new generation employees’ loyalties; When predicting the loyalty of new generation employees, perceived career opportunity in organizations has the greatest relative importance(respectively 49.04%,73.47%,44.51%).Study 2 involves272traditional workers of enterprises. Samples are widely distributed and have good representation. The results of hierarchical regression and benefit analysis show boundaryless career orientation has significant negative effects on the loyalties (affective commitment, job-search behaviors, turnover intention) of traditional employees; organizational support for development, perceived career opportunity in organizations and perceived supervisor support have significant proactive effects on new generation employees’ loyalties; When predicting affective commitment and job-search behaviors, organizational support for development has the greatest relative importance(respectively 38.12%,100%), and when predicting turnover intention, boundaryless career orientation has the greatest relative importance (38.99%).Based on our studies, when companies take actions to improve the loyal of employees, there are some considerations about the differences of the different generations, and then companies take different measures for different ages to achieve goals at the lowest cost and greatest advantage.