The Impact of High-Performance Work System on New Generation Employees’ Turnover Intention: Psychological Capital as Mediator and Perceived Organizational Support as Moderator

Abstract

Based on the social exchange theory, this study uses questionnaires from 313 employees to discuss the impact mechanism of high-performance work system on new generation employees’ turnover intention, and introduces psychological capital and perceived organizational support. The study draws assertions from related concepts of psychological capital and perceived organizational support to determine relationships between high-performance work system and new generation employees’ turnover intention; psychological capital, perceived organizational support and turnover intention. Through empirical analysis, it is found that there is a significant negative correlation between high-performance work system and new generation employees’ turnover intention; psychological capital partially mediates the relationship between high performance work system and turnover intention of new generation employees; perceived organizational support plays a moderating role between psychological capital and new generation employees’ turnover intention. Through empirical analysis, we hope to provide some suggestions for enterprises to reduce the turnover rate of new generation employees.