Organizational Justice, Perceived Organizational Rewards, and Employee Turnover Intention: The Mediating Role of Organizational Identification Among Generation Z Employees in China's Internet Industry

This study investigates how organizational justice and perceived organizational rewards influence turnover intention among Generation Z employees in China’s internet industry, with organizational identification as a mediator. Drawing on social identity theory, social exchange theory, and organizational justice theory, a dual-independent-variable model is tested. Data were collected from 505 full-time Generation Z employees born between 1995 and 2005 through an online survey. SPSS 26.0 and AMOS 24.0 were used for reliability and validity analysis, confirmatory factor analysis, regression analysis, and Bootstrap mediation testing. Results show that organizational justice positively affects organizational identification (β = 0.268, p < 0.001) and negatively affects turnover intention (β = −0.194, p < 0.001). Perceived organizational rewards positively affects organizational identification (β = 0.387, p < 0.001) and negatively affects turnover intention (β = −0.280, p < 0.001). Organizational identification negatively affects turnover intention (β = −0.669, p < 0.001) and fully mediates the relationships between organizational justice and turnover intention (indirect effect = −0.291, 95% CI [−0.359, −0.226], 93.5%) and between perceived organizational rewards and turnover intention (indirect effect = −0.340, 95% CI [−0.405, −0.279], 93.1%). The findings suggest that fairness and reward perceptions are translated into retention outcomes primarily through organizational identification.