The Effects of Reality Shock and Life Satisfaction on Turnover Intention among Younger Employees

Abstract

This article aims to point out the limitations of reducing Reality Shock (RS) by implementing socialization tactics for current young employees and add the new perspective that WLB practices to enhance life satisfaction and mitigate turnover intentions. A multiple regression analysis was conducted with “RS increases turnover intention” (Hypothesis 1), “employee's life satisfaction decreases turnover intention” (Hypothesis 2), and “employee's life satisfaction moderates the impact of RS on turnover intention (Hypothesis 3). Turnover intention was used as the dependent variable, while RS, personal life satisfaction, and their interaction terms were used as independent variables (N = 739). Hypotheses 1 and 2 were partially supported and Hypothesis 3 was supported. The main findings are as follows. RS regarding organizational integrity and opportunities of personal growth increase turnover intentions, that is, younger employees seek better quality jobs in better environments. Life satisfaction had an impact on working life, and just considering the work conditions does not remedy the turnover intensions among young employees.

Furthermore, an interaction was observed between life satisfaction and RS related to workload, competence, and autonomy—factors that were not significant as independent variables in the direct effects. All RS variables were linked to turnover intentions, with life satisfaction moderating the effects of RS associated with workload and other work-related factors. The simple slope analysis revealed that personal life satisfaction has no moderating effect in the cohort of lower RS. However, in the cohort of higher RS, life satisfaction reduces turnover intention. These findings suggest that organizational support should focus not only on mitigating RS at work but also on enhancing employees' overall life satisfaction, particularly for those experiencing heightened RS.