The Causal Factors Effecting on Employees’ Turnover Intention on High-Tech Small and Medium Enterprises in Henan Province

Abstract

The objectives of this study are as follows: (1) To study the factors influencing individual and organizational adaptability on turnover intention of small and medium-sized high-tech enterprises in Nanyang City, Henan Province. (2) To analyze the factors influencing individual and organizational adaptability on turnover intention of small and medium-sized high-tech enterprises in Nanyang City, Henan Province. (3) To propose solutions to address the turnover intention of small and medium-sized high-tech enterprises in Nanyang City, Henan Province. This study adopts a mixed research method, combining quantitative and qualitative research. The sample for the quantitative research consists of 320 small and medium-sized high-tech enterprises around urban areas of Henan Province (Source: Nanyang Municipal People's Government, 2023). The qualitative research method involves in-depth interviews, mainly interviewing 2 managers or 3 human resource management managers from 5 high-tech small and medium-sized enterprises.  Major Findings This study explores the complex relationships among IOA, POS, JE, and TI by constructing a structural equation model. After careful analysis and verification, we arrived at the following conclusions and implications: (1) The positive impact of individual and organizational adaptability on perceived organizational support. Individual and organizational adaptability (IOA) has a significant positive impact on perceived organizational support (POS) with a path coefficient of 0.73. This indicates that improving employee adaptability helps enhance their perception of organizational support, thereby improving the overall organizational atmosphere and employee satisfaction. (2) The positive moderating effect of perceived organizational support on turnover intention. Perceived organizational support (POS) partially mediates the relationship between individual and organizational adaptability (IOA) and turnover intention (TI) with a path coefficient of 0.19. This suggests that enhancing employees' perception of organizational support can effectively reduce their turnover intention, thereby increasing employee retention rates. (3) The positive impact of job embeddedness on organizational performance. Job embeddedness (JE) has a significant negative impact on turnover intention (TI) with a path coefficient of 0.03. This indicates that increasing employees' embeddedness in the organization can significantly reduce their turnover intention, contributing to greater organizational stability and overall performance.