The impact of perceived organizational climate on turnover intentions among post-2000 employees : the mediating role of job control

Abstract

With the evolution of societal trends and shifts in the employment landscape, the rapid advancement of emerging technologies and industries—such as the Internet, artificial intelligence, and large language models—has posed significant challenges for China, particularly in addressing structural contradictions in talent development. This study examines the impact of perceived organizational atmosphere on the turnover intention of post-2000s employees, with a specific focus on the mediating role of perceived job control. Based on Social Information Processing Theory, Person-Environment (P-E) Fit Theory, and Stimulus-Organism-Response (S-O-R) Theory, the study investigates the interrelationships among perceived organizational atmosphere, perceived job control, and turnover intention. The study employs questionnaire surveys and empirical analysis, drawing on data from 368 valid responses to provide insights into these dynamics. The findings indicate that trust atmosphere, emotional atmosphere, and fairness atmosphere all exert a negative influence on the turnover intention of post-2000s employees, with perceived emotional atmosphere having the most significant effect. Furthermore, perceived job control serves as a mediating factor in the relationship between perceived organizational atmosphere and turnover intention. The study revealed the crucial role of perceived job control in shaping the work motivation and job satisfaction of post-2000s employees