From the interaction between the employee's participation in the work (the degree of psychological recognition of their own work) and commitment to the organization, employees are divided into four types: the standard-bearer, lone wolf, indifference, citizenship

The standard-bearer type has a high degree of participation in the work and a high degree of commitment to the organization, which is recognized by the person's own work, and the company has a strong bond with the least possibility of voluntary departure

The lone wolf type has a high degree of work participation and low organizational commitment. They have a strong bond with the company and are least likely to leave voluntarily

Lone Wolves, with high job involvement and low organizational commitment, value their jobs but don't particularly care whether they work for this company or another. These people will devote a significant amount of time to task-related activities, but not enough to maintaining social relationships in the company. Lone wolf employees only attract people who are equally interested in their work. They are more likely to leave voluntarily if a more attractive job-hopping opportunity arises.

Citizen types have low work engagement and high organizational commitment. These people show a high level of concern for the organization and its goals, but they don't feel that their work is important to them, so they lack effort at work and focus their energy on social engagement and why the organization is there. Sensitive to company norms and whether their coworkers satisfy them or not, problems in these areas can cause them to leave. They are committed to maintaining social bonds and their voluntary departure may have a significant negative impact on the company.

Apathetic types have low work engagement and organizational commitment. They don't put effort into either work tasks or organizational maintenance, and are sensitive to compensation satisfaction, so having better external opportunities could cause them to leave. It is often assumed that the organization will benefit from this type of employee leaving.

Second, who is more likely to leave

Research results show that apathetic employees in general have the highest turnover rate. Improving employee retention by boosting organizational commitment works best for employees with low engagement in Guangzhou. Managers can enhance organizational commitment by providing employees with opportunities to grow and gain a sense of accomplishment, providing job autonomy, expanding job scope, and providing accurate and timely communication. To reduce undesirable turnover, managers can assess the workforce's level of job engagement and focus on boosting the organizational commitment of highly effective employees with low levels of job engagement.