The Impact Mechanism of Consistency between Organizational Career Management and HRM Strength on Employee Turnover Intention

摘要

The impact mechanism of organizational career management (OCM) and employer brand building on employee turnover intention is an important research and practical issue. Although scholars have conducted useful discussions on this issue from different perspectives, the existing literature lacks research on the important characteristic that employees' career choice decisions rely more on environmental information in the boundaryless career era, as well as the impact mechanism of the consistency between content-based variables and process-based variables on employee turnover. Based on the boundaryless career background and social information processing theory, this study empirically tests the impact mechanism of consistency between OCM and human resource management (HRM) strength, employer brand (including instrumental and symbolic dimensions), and career satisfaction on employee turnover intention using paired survey data from HR managers of 199 financial service enterprises and 947 employees. The results confirm that the consistency between OCM and HRM strength positively affects employees' career satisfaction, thereby reducing their turnover intention; in this process, the instrumental dimension of employer brand (rather than the symbolic dimension) plays a negative moderating role; HRM strength (rather than OCM) is the key explanatory variable in the impact of consistency between OCM and HRM strength on employee turnover intention. This study deepens the research on employees' turnover decision-making mechanism in the boundaryless career era, reveals the important influence of consistency, conspicuousness and comparability of organizational environmental information on employees' turnover decision-making, and provides a theoretical basis for managers to reduce employees' turnover intention and improve the retention efficiency of outstanding talents.