earticle

영어

In the current era of intense competition for top talent, organizations are increasingly focused on retaining high performers, spurring a heightened scholarly interest in understanding the intricate systems and determinants that shape the turnover intentions of this critical demographic. Despite a wealth of research exploring the nexus between high performers and turnover intentions, a discernible gap persists in fully elucidating this relationship, particularly in discerning the distinct formation of turnover intentions among high performers compared to their non-high performing counterparts. Thus, this study meticulously examines the impact of individual performance on turnover intentions, with a specific emphasis on the nuanced moderating roles of perceived pay-for-performance and job control. Drawing upon the theoretical framework of social identity theory, this research dissects the complex process by which high performers shape their attitudes towards the organization. Particularly noteworthy is the illumination of how pay-for-performance, a cornerstone of performance-oriented human resource systems, exerts a profound influence on the turnover intentions of high performers. Furthermore, this study delves into the dynamic nature of turnover intentions among high performers, who often grapple with heightened job demands, by scrutinizing the impact of job control in scenarios where such demands are mitigated. Utilizing robust empirical data gathered from a meticulously selected sample of 236 professionals across diverse fields in South Korea, the findings of this study reveal a significant discrepancy in turnover intentions between high performers and their non-high performing counterparts, with the former demonstrating notably lower intentions to seek alternative employment. Moreover, it is evident that the turnover intentions of high performers are intricately intertwined with their perceptions of pay-for-performance and job control. These scholarly insights not only contribute to advancing theoretical discourse but also hold profound practical implications for the strategic management of high-performing talent, thereby augmenting organizational effectiveness in the fiercely competitive landscape of talent acquisition and retention.

한국어

인재경쟁 시대를 맞이하여 고성과자를 유지하기 위한 노력의 일환으로 그들의 이직에 영향을 주는 제도 및 요소 에 대한 관심이 높아지고 있다. 다양한 연구들이 진행되고 있음에도 불구하고 개인의 성과수준과 이직의도 간의 관 계를 명확히 보여준 연구가 충분하지 않고, 특히 고성과자의 이직의도가 비고성과자에 비해 어떻게 달리 형성되는 지에 관한 실증 연구가 부족한 상황이다. 따라서, 본 연구는 개인의 성과가 이직의도에 미치는 영향에 있어, 성과주 의 보상제도 인식 및 직무통제의 조절효과를 살펴보았다. 국내 직장인 236명을 대상으로 연구한 결과, 고성과자와 비고성과자의 이직의도는 성과주의 보상제도 인식과 직무통제에 의해 영향을 받는다는 것을 보여주었다. 본 결과는 인재경쟁 시대에 필요한 고성과자의 유지관리 관련 실무적 시사점을 제공한다.