Why the New Generation of Employees Frequently Turnover-A Empirical Study from Organization Justice Perspective

Abstract

Abstract: This study took employees of the new generation as the research object, based on the perspective of organizational justice, integrated the organizational identification and power distance, built a theory model between three types of organization justices (distributive justice, procedural justice, interactive justice) and turnover intention of new generation employees, analyzed the mediation effect of organization identification and the moderation effect of power distance between the three types of organization justice and turnover intention, and proposed the corresponding research hypotheses. Through statistical analysis of 376 valid sample data, the research results showed that the three types of organization justice had significant negative impact on turnover intention of the employees of new generation, and the effects from strong to weak were interactive justice, procedural justice and distributive justice; organization identification play an partial mediator role in the relationship between distributive justice, interactive justice and turnover intention of the new generation employee, organization identification play a complete mediator role between procedural justice and turnover intention; power distance play an positive moderator role in the relationship between distributive justice, interactive justice and turnover intention of the new generation employee, in other words, the lower the power distance, the stronger the relationship between the three types of organization justices and turnover intention.

Key words: new generation employee, turnover intention, organization justice, organization identification, power distance

CLC Number:

F273.1

HAN Hong-wen. Why the New Generation of Employees Frequently Turnover-A Empirical Study from Organization Justice Perspective[J]. , 2016(01): 61-69.

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