Li Jun, Wang Lingjie, Xu Xiaoli, Liu Junyan, Peng Lei
School of Design, Hainan Vocational University of Science and Technology, Haikou, China.
Basic Course Department, Hengshui University, Hengshui, China.
PLoS One. 2025 May 29;20(5):e0324487. doi: 10.1371/journal.pone.0324487. eCollection 2025.
In this study, the direct influences of five management dimensions of high-performance human resource practices (HPHRP), i.e., talent selection and cultivation (TSC), career and job security (CJS), performance appraisal and compensation incentives (PACI), participative management (PM), and affective incentives (AI), on Chinese local university teachers' turnover intentions (TI) were investigated. Additionally, the mediating role of organizational commitment (OC) in these relationships was examined. According to the results of a questionnaire survey among 740 teachers from five regional colleges and universities in China, the five management dimensions of HPHRP significantly and negatively impact college teachers' TI, with TSC being the most influential predictor (B = -0.359, t = -10.597***, R² = 0.132), followed by AI ( = -0.277, t = -7.829***, R² = 0.077), PACI ( = -0.262, t = -7.390***, R² = 0.069), CJS ( = -0.262, t = -7.390***, R² = 0.069), and PM ( = -0.231, t = -6.456***, R² = 0.053). Furthermore, OC was found to partially mediate the relationship between TSC (B = -0.243, t = -5.987***, R² = 0.164), CJS (B = -0.105, t = -2.621**, R² = 0.131), PACI (B = -0.127, t = -3.290**, R² = 0.136), and AI (B = -0.126, t = -3.125**, R² = 0.135) on college teachers' TI and completely mediated the influence of PM (B = -0.053, t = -1.288, R² = 0.125) on college teachers' TI. The findings suggest that TSC, OC, and PM play more significant roles in affecting Chinese regional university teachers' TI. In order to reduce teachers' TI, local university administrators should focus on talent, encourage teachers to take part in school management, and strengthen their commitment to the university.
本研究调查了高绩效人力资源实践（HPHRP）的五个管理维度，即人才选拔与培养（TSC）、职业与工作保障（CJS）、绩效考核与薪酬激励（PACI）、参与式管理（PM）和情感激励（AI）对中国地方高校教师离职意愿（TI）的直接影响。此外，还考察了组织承诺（OC）在这些关系中的中介作用。根据对中国五所地方高校740名教师的问卷调查结果，HPHRP的五个管理维度对高校教师的离职意愿有显著的负向影响，其中人才选拔与培养是最具影响力的预测因素（B = -0.359，t = -10.597***，R² = 0.132），其次是情感激励（B = -0.277，t = -7.829***，R² = 0.077）、绩效考核与薪酬激励（B = -0.262，t = -7.390***，R² = 0.069）、职业与工作保障（B = -0.262，t = -7.390***，R² = 0.069）和参与式管理（B = -0.231，t = -6.456***，R² = 0.053）。此外，研究发现组织承诺在人才选拔与培养（B = -0.243，t = -5.987***，R² = 0.164）、职业与工作保障（B = -0.105，t = -2.621**，R² = 0.131）、绩效考核与薪酬激励（B = -0.127，t = -3.290**，R² = 0.136）和情感激励（B = -0.126，t = -3.125**，R² = 0.135）与高校教师离职意愿的关系中起部分中介作用，在参与式管理（B = -0.053，t = -1.288，R² = 0.125）与高校教师离职意愿的关系中起完全中介作用。研究结果表明，人才选拔与培养、组织承诺和参与式管理在影响中国地方高校教师离职意愿方面发挥着更重要的作用。为了降低教师的离职意愿，地方高校管理者应关注人才，鼓励教师参与学校管理，并加强他们对学校的承诺。
