本研究發展出外-內部市場價值差距模型並於企業實證後認為，當績效表現越好的員工，感知自己在組織外部市場的價值大於在組織內部時，其離職傾向將愈高。因此經理人應注意員工思索離職傾向時，實為共同思考自己在組織外內部的市場價值，而非分開思量。再者，本研究亦發現LMX並無顯著減緩員工離職效果，因此若經理人想透過與員工「深交」，期許員工於「情面」上留在組織中，其效果可能適得其反，值得注意。 ;In spite of lots of researches study the relationship between job performance and turnover intention, still can’t figure out the question about how the better performance employee intents to stay or leave the organization. Accordingly, this study not only combines with every perspectives but extends the theories to understand that whether the perceived inner value, perceived outer value, and the discrepancy will effect employees’ turnover intention.
LMX was considered to be a way to increase employees’ satisfaction, organization commitment and decrease their intention to leave; therefore, this study tries to use LMX as a moderator to know if LMX has the effect to weaken employees’ turnover intention when employees has perceived their outer value is better than inner value.
This study develops a “Perceived Outer-Inner Value discrepancy” model. After questioning 52 enterprises from multiple industries, the findings of this study list as follows. The better performance employees own, and at the same time they perceive their outer value is better than their inner value, the higher intention to leave they will have. Besides, LMX doesn’t have the weaken effects to decrease employees turnover intention. If managers want to use LMX as a way, they should be careful of the opposite affection.