Research On The Effects Of Personal-organizational Value Fit On New Generation Employees’ Turnover Intention

Growing up in the era of information explosion,the new generation of employees have jointly created the "Internet +" and big data era because of their strong learning ability and creativity.However,in the era of information explosion,the new generation of employees is more likely to question their work in workplace,and the liquidity far exceeds the social average.This has become a common problem in various industries.Intergenerational difference theory and social cognition theory believe that the environment of growth has a subtle influence on the individual.The new generation of employees generally show a stronger self-awareness in their work,paying attention to individuality and self-worth,and thus to investigate whether values are matching between person and organization has also become one of the important references for many new generation employees when consider leaving.For the internal organization,the degree of matching between individual and organizational values can directly affect the employee’s dependence on the organization and reflect the level of organizational commitment.For the outside of the organization,the attractiveness of the external environment to employees also affects the employee’s effectiveness in leaving the company.Judgment is reflected in the perceived alternative job opportunities.When both internal and external roles are played,personal-organizational value matching,organizational commitment,and perceived alternative job opportunities all have a positive or negative impact on employee turnover.Therefore,how to start from the common characteristics of employees,consider the internal and external environmental factors to reduce employee turnover,improve work efficiency and organizational performance,and improve the level of human resources management is an urgent problem for enterprises.Based on the theory of intergenerational difference theory,social cognition theory and theory of cognitive equilibrium this paper combines literature analysis,questionnaire survey and statistical analysis to conduct empirical analysis,combing and summarizing personal-organizational value matching and organizational commitment.Based on the research on perceived alternative job opportunities and turnover intentions,it is proposed to study the relationship between individual-organizational value matching,organizational commitment,and turnover intention,and to join the exogenous variables that perceived alternative job opportunities,and establish a mediated mediation model that seeks to more clearly explain the reasons for employee turnover.Based on the theoretical model,the corresponding research hypotheses are proposed.Then,according to the existing models and hypotheses,the questionnaires were designed and distributed.The data were collected and processed by Excel and SPSS22.0,and the empirical analysis was carried out.Expectations are drawn:(1)personal—organizational value matching and turnover intention are significantly negative;(2)personal—organizational value matching has a significant positive effect on organizational commitment;(3)organizational commitment has a significant negative impact on turnover intention;(4)organizational commitment plays a partial intermediary role between personal—organizational value matching and turnover intention;(5)perceived alternative job opportunities not only moderate the correlation between organizational commitment and turnover intention,but also in the intermediary model play a moderateing role.Finally,based on the results of empirical analysis,the management implications of improving the organization’s human resource management practices are proposed,including strengthening the evaluation and guidance of employees’ values,enhancing the soft power of enterprises,rationally utilizing perceived alternative job opportunities,and cultivating and stimulating according to employee’s characteristics.