Impact Of The New Generation Of Employee Retention Willingness Career Management Organization

With the advent of the knowledge economy, the new generation staffs have become anoticeable force in the social development. The path of thinking and behavior methods ofthe new generation staffs has formed a huge impact on the traditional management model,and increasingly fierce competition for talents has also put the business capabilities into theshackles of the cost. Therefore, how to improve the employee retention of the newgeneration staffs has important significance to the development of Chinese enterprises.In previous studies, scholars generally tend to use the turnover intention to measurethe employee retention. In essence, however, turnover intention is a behavioral tendency,and employee retention not only equals to the behavioral tendency, but also includesorganizational commitment and job involvement. Employee retention expresses the desireof keep its individual membership after careful consideration. Therefore, in this study, wemeasure the employee retention from the job involvement, organizational commitment andturnover intention.With the better educated and more cultural invasion of the foreign companies, the newgeneration staffs pay more and more attention on the organizational career management,and excellent organizational career management is an effective way to improve one’senthusiasm and employee retention. Taking the new generation staffs as research samples,this study discusses the influence of organizational career management on employeeretention, and verifies the mediating effect of organizational support.With summarizing the relevant literature and collating and the theories, this studyproposes a theoretical model and assumptions. Through some structured interviews and the239employee’ questionnaires from different regions, industries and positions, this paperuses SPSS17.0software to analysis of the data, and verify theoretical models andassumptions made in this study.The main conclusions of this study are as follows.The first of all, the new generation staffs’ perception of the organization careermanagement’s perception reaches the middle level. According to average from high to low,the three indexes of organization career management are training, fair promotion andcareer awareness. For organizational support, the new generation staffs get higher score onthe job support than the value identity. In terms of the employee retention, although thenew generation staffs receive much job support, but they still have a high turnoverintention and a low organizational commitment. Secondly, among the three dimensions of organizational career management, thecareer awareness has a significant positive impact on the three dimensions of employeeretention. Fair promotion has a significant positive impact on the organizationalcommitment and job involvement. Turnover intention is heavily focused on the negativeeffects of the training.Thirdly, fair promotion and career awareness have a significant positive impact on jobsupport, and a certain extent, training can improve the value identity.Moreover, with the effect of the organizational support, organizational careermanagement strengthens the positive effect on the employee retention.Last but not least, fair promote is significantly influenced by marriage, age, unit typesand positions of years. Turnover intention has differences in educational level orprofessional positions. As to training and career awareness, there are differences in unittype and professional positions. Work support has a significant difference in the positionsof years.In addition, this study put forward some suggestions, such as establishing a fairpromotion system, strengthening vocational training, improving vocational awareness,creating supportive work environment building learning organizations and so on. In orderto improve employee retention, inspire enthusiasm and enhance organizational support, Iam willing to try my best.