This study analyzed the impact of individual characteristics and organizational characteristics on turnover intention of non regular employees using 2016 HCCP (Human Capital Corporate Panel) data and based on this, aimed to seek a solution at the individual and organizational levels to reduce the negative impact of turnover of no regular employees.
The major findings from this study are as follows. First, in personal factors of no regular workers, the longer the length of service is, the more they feel that top talents are respected, and the higher the satisfaction with interpersonal relationship, the lower the turnover intention, and the more active the communication is, the higher the turnover intention is. Second, in obligations of education and training, among corporate factors of nonregular employees, their turnover intention got lower in companies with a horizontal corporate culture, whereas it got higher in companies with an individual performance-related pay.
In regular permanent position, the lower the satisfaction with wage, the higher the turnover intention, but nonregular employee’s wage did not have an impact on turnover intention at all. This suggests that wage had no impact on worker’s turnover intention if there weren’t any stable jobs. The fact that the turnover intention got lower if top talents were respected or they were satisfied with their interpersonal relationships at work suggests that they need to concentrate on nonregular employees’ psychological capital to develop human capital efficiently and achieve performance. The fact that the turnover intention of nonregular employees was lower at the companies that provided mandatory education and training than those that didn’t so suggests that nonregular employees were positive about education and training provided by companies and wanted to stay longer at the companies that provided.