Research On Relationship Among The Employees’ Compensation Justice, Subjective Well-Being And Turnover Intention

As the development of national economy and business intensive competition for enterprises in China, human resources are considered as the core elements. People not only pursuit the material satisfaction, but also pay more attention to spiritual and psychological needs. There were many related articles on Compensation Justice and Turnover Intention, which proved that Compensation Justice had a significant negative influence on the relationship between Turnover Intention. However, few articles described the Subjective Well-Being (SWB) and Turnover Intention, but which showed that there were some negative influences between the two variables. So based on scholars’research results, the author tried to explore the specific relationship between Compensation Justice, SWB and Turnover Intention from the empirical angle, and analysed that SWB played an intermediary role between Compensation Justice and Turnover Intention.First of all, based on the theoretical assumption, the article analysed the correlation among the three variables from the emographic variables such as sex, age, length of service and position by the questionnaire survey. Secondly, it explored the relationship among the three variables in detail by the correlation analysis and regression analysis. Finally, it gave some constructive suggestions to the enterprise’s human resources management.The main conclusions of this paper are as the following:(1) there was a significant difference among the compensation justice, subjective well-being and turnover intention from the angle of some demographic variables. (2) Employees’compensation justice has some positive correlations to subjective well-being. (3) There is a negative correlation between subjective well-being and turnover intention and between compensation justice and turnover intention. (4) Subjective well-being played an intermediary role between compensation justice and turnover intention.According to the statistical data, the author gave some constructive suggestions on human resource management practice, such as establishing channels of communication and carrying out employee Forum; arranging the rich extra-curricular life and flexible holiday system; paying more attention to the young employees aged 31-35 at the basic level to improve the SWB and compensation justice, reduce their turnover rate and retain core talents.