| With the economic development stepping into the "new normal," tangible and intangible competition between companies has also intensified.As one of the key factors in the success of corporate market competition,talents have been paid special attention by business managers.Today,"post-90 employees" has become the main force of the company,but its frequent turnover behavior has become a thorny issue for corporate managers.After 90,the issue of frequent departures of “jumping clan” needs to be effectively solved.How to solve it? As we all know,before leaving the job actually occurs,employees will have the idea of leaving-the intention to leave.Therefore,starting from the “willingness to leave” can better predict and reduce turnover.There are many reasons for the “desire to leave”,and for the post-90 s,workplace fun and career growth are based on the work needs of their growing background and environment.Through combing the relevant literature in the past,it is found that there is less independent research on workplace fun,and there are more individual studies on career growth,turnover intention,and organizational embedding.There are many studies on the relationship between the four and two,mainly the career growth and turnover intention,but no scholars have embedded the organization into the intermediate variables for research.In past studies,the research subjects for career growth and workplace fun were mostly confined to a certain class of occupations,and rarely discussed for employees of a specific age group.Given the relative lack of research on workplace pleasures and turnover intentions,and most scholars discussing career growth,it is rare to add mediation variables to analyze their specific mechanisms of action.The research and discussion of this article focuses on how workplace fun and professional growth influence the turnover intention under the role of organizational embedded mediation.This article is mainly divided into the following aspects:First,collect domestic and foreign research literature on turnover intentions,workplace fun,career growth,and organizational embeddedness,and lay a theoretical foundation for this article by sorting out related literature.Second,based on the theoretical basis to determine the research model of this paper,and put forward research hypotheses.Again,questionnaires were issued for post-90 employees and 228 valid questionnaires were eventually recovered.Using SPSS17.0 software for descriptive analysis,reliability analysis,validity analysis and correlation analysis,the use of Amos22.0 software for structural equation model analysis.Empirical analysis shows that workplace fun and career growth all have a negative impact on turnover intentions.Workplace fun and career growth all have a positive impact on organizational embedding,while organizational embedding has a negative impact on turnover intentions,and organizations are embedded in The role of workplace fun,career growth and turnover intention plays an intermediary role.Finally,according to the research results,this article thinks that we should start from the three aspects of workplace fun,career growth and organization embedding,and look for countermeasures to reduce the post-90 s employee turnover intention.Specific countermeasures include: support for the spontaneous recreation of workplaces by employees,creating a formal atmosphere for workplace fun;strengthening the links between employees and employees and organizations,and improving the match between employees and organizations in the post-90s;Provide reasonable promotion channels and conduct accurate training to help employees in the 90 s to achieve growth and self-improvement of post competence.In short,the rational development of workplace fun and the provision of more professional growth have an important role in improving the organization's degree of embedding and reducing the intention to leave.After management 90,employees must understand the post-90 s employees and understand their needs in order to make the “jumping clan” become “steady clan”. |