Research On The Influence Mechanism Of Perceived Investment In Employee Development On Turnover Intention

In an era of global competition,where many companies around the world are in this turbulent market environment,and where the demands placed on each individual by companies are constantly changing,researchers in academia and practitioners in business are placing greater emphasis on employee growth and development.At present,companies consider their employees as partners of the organization,and it can be seen that the continuous growth of employees is very important for companies to gain long-term competitiveness.According to social exchange theory,perceived investment in employee development(PIED)leads employees to be empowered,which in turn leads to more responsibility.In fact,previous research has generally shown a positive relationship between PIED and employee work attitudes and between PIED and employee work outcomes.However,it is worth noting whether all members of an organization would react the same way based on PIED.As Bowen & Ostroff suggest,"two employees may see the same thing differently"."Investment in staff development" and "perceived investment in employee development" are two different perspectives,with perceived investment in employee development using employees as a reference system and emphasizing the extent to which employees perceive the organization to invest their development.However,receiving investment from an organization can be a "double-edged sword",both in terms of self-confidence and psychological stress,as it implies more expectations and demands.From a job demand-resource model perspective,job characteristics can be divided into two types,job resources and job requirements.On the one hand,human resource practices provide them with the resources that motivate them to achieve their work,and they may believe that they meet the expectations of the organization.However,on the other hand HR practices provide them with job requirements that may create a workload and they can develop negative psychology.Previous studies have provided and tested the positive effects of PIED on work outcomes.Few studies have examined the negative effects of PIED on work outcomes.This study chooses psychological capital and role stress to explain the work resources and demands that perceived employee development investment imposes on employees,respectively,and explores the mechanisms by which perceived employee development investment affects the tendency to leave.The data for this study were derived from self-assessment questionnaires from employees who are working on the Internet,and initially a small sample of 177 valid questionnaires were collected for advance survey,a practice that ensures that the collected questionnaires are reasonable.Based on the data analysis results of the advance survey,a formal survey was conducted and a total of 492 questionnaires were collected,of which 454 were valid.SPSS24.0and AMOS24.0 software were used throughout the data analysis process,which led to the following conclusions.(1)Perceived investment in employee development significantly predicts the propensity to leave.The higher the perceived level of investment in the organization,the less likely it is that employees will develop turnover intention.(2)Psychological capital and role stress mediate the effect of perceived investment in employee development on the propensity to leave.Specifically,employees perceive that the higher the level of investment in the organization,the stronger their psychological capital,which in turnreduces turnover intention,which is a positive effect of perceived investment in employee development;employees perceive that the higher the level of investment in the organization,the stronger their role stress,which in turn increases turnover intention,which is a negative effect of perceived investment in employee development.The theoretical contribution of this study is mainly twofold:(1)Confirmation of the direct effect of perceived investment in staff development on turnover intention.(2)The mediating role of psychological capital and role stress was explored,and the dual pathway mechanism of perceived investment in employee development towards departure propensity was identified.Management implications of this study:(1)In implementing positive human resource practices,managers need to pay attention to the dual-role mechanism of investment to maximize its positive catalytic effect and reduce its negative disincentives.Managers in the layout of the work,to take into account the time and ability of the staff,bearing in mind that "too little".When employees take the initiative to take on challenging tasks,they should also take into account the constraints of their own resources and avoid "quick results and immediate benefits".(2)Managers should pay attention to the reasonableness of their conduct when making investments in human resources.Mobilize positive emotions among employees to avoid stress,which in turn reduces their turnover intention.