Abstract: The loss of personnel is a difficult problem for the development and management of enterprises, which not only causes serious economic losses to enterprises, but also causes a crisis in enterprise management.According to the "2017 Resignation and Salary Survey Report" released by Qiancheng Wuyou, the overall mobility of employees increased significantly in 2016. The average turnover rate reached 20.1%. This is an increase of 3.4% from 2015. If you are dissatisfied with your job, you will leave. "Post-90s"employees are more casual. "The world is so big, I want to see it" is the departure concept of young employees. With the "post-80s" and "post-90s"employees entering the workplace, the employee structure has changed. The employee structure is gradually getting younger, and the "flashing phenomenon" is more prominent. The problem of "retaining people" in human resource management has encountered new challenges, which have caused a large replacement cost of talents for enterprises. To work for life or for life to work, the two diametrically opposed attitude is the performance of the different value between performance. Numerous studies have shown that there are significant intergenerational differences in work values. Is there a difference in employee turnover intention with differentiated work values？How to avoid employees leaving at will？How can more effectively improve the different staffs′ loyalty to the organization？ To answer this question, this paper draws on social exchange theory and uncertainty theory to build a research model of work values, organizational equity and turnover intention. This article believes that the market has information asymmetry and environmental uncertainty. Employees with different values have different perceptions and acceptance of uncertainty. Therefore, this paper proposes three research hypotheses. Comfort and safety values negatively affect employee turnover tendencies. Ability and growth-oriented values negatively affect employee turnover tendencies. Status and independent values positively affect employee turnover tendencies. However, there are significant differences in the working values of employees in different generations. Therefore, the hypothesis that there is an intergenerational difference in the effects of working values on turnover intentions is proposed. Theoretical analysis found that organizational fairness has an impact on employee behavior by increasing employee satisfaction, amplifying turnover capital, and enhancing communication and trust. Therefore, the hypothesis that organizational justice has a moderating role in the relationship between employees′ work values and turnover intentions is proposed. This article verifies the research hypothesis by obtaining data through a questionnaire survey. A total of 810 valid data were obtained in this article. The hypothesis is verified by hierarchical regression. It is found that (1) work values are strong predictors of employee turnover intentions, and there are intergenerational differences in predictive effects. (2) The values of comfort and safety, ability and growth work have negative effects on turnover intention, and the negative effects of comfort and safety are greater, while position and independence have positive effects on turnover intention. (3)The predictive effect of work values on turnover intentions is the most prominent in "post-70s", and the weakest among "post-90s". (4) Organizational justice partially moderates the predictive effect of work values on turnover intention. Organizational justice magnifies the negative predictive effect of comfort and safety values on turnover intentions, and reduces the positive predictive effect of status and independent values on turnover intentions. The moderating effect of organizational justice is significantly different from generation to generation. It should be noted that studying the issue of employee turnover from the perspective of intergenerational differences is a more practical topic and a better research direction. However, this study still has certain limitations, and it needs to be improved from the following two points in future research. First, the representativeness of the sample needs to be improved. Second, the samples need to be collected and analyzed by industry.

Key words: work values, organizational justice, turnover intentions, intergenerational difference