Traditional human resource management (HRM) mainly focuses on individuals with formal employment relationships.However, organizations′ needs for human resources have already changed from the preservation of labor to the mastery and utilization of possessed resources and skills.It is clear that an organization′s development of innovation, strategic cooperation and social reputation can′t be achieved without external resources′ support.Therefore, it is far from enough to focus merely on the incumbents.Practice has found that former employees may have positive impacts on their former employers′ businesses, brand reputations, and so on.Influence can be made through boomerang employment, interpersonal relationships, information exchange, resource sharing, etc.Objectively, it is the normalization of employees′ employment termination from specific organizations, but the frequency and extent of this behavior are volatile.Why can former employees have positive impacts on former organizations? How can organizations take action to motivate and trigger such behavior in order to realize their real values, and establish a soft contract that represents the formal termination of an employment relationship? Therefore, the focus on former employees′ resource value attributes towards former organizations becomes the main topic of this paper.#br#Existing research concerns the positive outcomes and lasting effects of turnover.Yet the research is still in the early stage, and focuses on the limited variables insufficient to explain the influence factors and deeper reasons, which can boost and trigger former employees′ positive behavior in former organizations.Besides, the identification of former employees′ resource value is of significant importance for HRM to develop from a human capital perspective to a social capital perspective.However, the identification lacks sufficient attention.Therefore, this study focuses on this topic and conducts a systematic analysis on the essential causes, affecting factors and boundary conditions of former employees′ positive behavior.It constructs an influencing-factor model of the whole life-circle relationship between employees and organizations.The research provides new methods for employee-organization relationship management from a specific perspective, so that human capital can be enhanced.#br#Guided by open system organizational theory, this paper develops the hypothetical basis of traditional HRM and its functions, focusing on changes in turnover research, including the perspective change from negative results to positive results, and the organization′s ideas of resource switching from attaching importance merely to incumbent employees to balancing incumbent and former employees.Apart from that, it conducts an analysis of the influence factors of former employees′ positive behavior towards their former organizations based on proceduralized grounded theory.First, it collects discussion on former employees′ attitudes and their behaviors towards former organizations from the online forum called "Zhihu".There are 991 pieces of valid information after filtering, so the study initially identifies the main factors that influence former employees′ positive behavior.Then, the semi-structured interviews with 25 individuals who have had positive departure experiences and behaved positively towards their former employers are included to enrich the qualitative data sources.All the qualitative data sources are compiled to conduct open coding, axial coding and selective coding, which can validate and deepen the model.The result shows that there are five main categories with significant influence on positive behavior, including relationship building and maintenance, individual factors, individual benefit orientation, pre-organizational objective factors and behavior condition recognition.Drawing on the two-factor theory, this study extracts the "motivational" factors which can practically promote positive behavior, and the "hygiene" factors which can only eliminate negative effects, according to their influencing extent.Then it constructs "the influencing factor model of the former employees′ positive behavior".This analysis suggests that it is feasible for companies to establish "long-term cooperative relationships" with employees instead of "employment relationship", actively intervene in staff management in multiple relationship stages, and pay attention to former employees who can be hidden assets.#br#This study contributes to the existing literature by defining the conception of former employees′ positive behavior and enriching its causes; it further explores former employees′ resource value attributes towards former organizations and broadens the scope of HRM.The functions of HRM should be developed on the basis of the organization′s open system theory, and taking former employees as valuable social resources should be one of the important directions of HRM′s development.#br#
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