Team Members' Affective Commitment To Supervisor And The Collective Turnover Intention

With the rapid arrival of the knowledge economy and the digital economy,in order to cope with the complex and volatile market environment,enterprises continue to restructure the organizational structure and change management mode to improve operational efficiency and enhance their competitive advantage.Relative to power concentration,inefficiency and the lack of innovative traditional pyramid-level organizational forms,small and sophisticated team organizations are characterized by high flexibility and strong collaboration,which can stimulate employees' creativity and improve employee performance,so they are widely used by managers.However,the form of team organization is not “one hundred and no harm”.In recent years,collective turnover led by supervisors have occurred frequently.Collective turnover not only causes huge losses to the company's specific human capital and social capital,increases recruitment costs and selection costs,but also undermines organizational operations and collective functions,resulting in declining corporate performance and overall image damage.Although the phenomenon of collective turnover has aroused widespread concern in the academic and management practice circles,most of the research still stays at the level of individual turnover theory and lacks systematic research.In addition,the current collective turnover study mainly discusses the antecedents,processes and consequences of collective turnover,but there is little literature on how to reduce and avoid the occurrence of collective turnover.It is necessary to explore the underlying causes of collective turnover and to study how to establish a turnover intervention mechanism.Based on the theoretical basis of leadership-member exchange theory,resource preservation theory,job embeddedness theory,etc.,this study constructs a mediation model of team members' affective commitment to supervisor influencing the collective turnover intention through the role of leader-departure loss,and a model about the moderating role of organization-wide developmental climate,career development opportunities for the relationship between affective commitment to supervisor and collective turnover intention.An empirical study was conducted using the data of the organization-employee matching survey.The study found that team members' affective commitment to supervisor is positively affecting the collective turnover intention;the leader-departure loss plays a full intermediary role in the relationship between the affective commitment to supervisor and the collective turnover intention;The organization-wide developmental climate and career development opportunities negatively moderates the impact of affective commitment to supervisor to the collective turnover intention;but there is no correlation between organization-wide developmental climate and career development opportunities.This study first introduces leader-departure loss,further expounds the internal reasons for the team members to follow the group's collective turnover;secondly,it proves that a higher organization-wide developmental climate and sufficient career development opportunities can increase the organization's attractiveness to employees and reduce the employees' collective turnover intention generated by the high affective commitment to supervisor.This research not only helps to understand the formation mechanism of collective turnover,but also provides a new research perspective for the issue of collective turnover,provides reference for further in-depth research,and provides theoretical support for the organization to establish a collective turnover prevention mechanism in advance,and brings inspiration to enterprise human resource management practices.