Against the backdrop of generational iteration in the workforce, post-1995 and post-2000 new-generation employees have gradually become the main force in the workplace. The collision between their unique value demands and the traditional workplace interpersonal ecology has made workplace ostracism an increasingly prevalent phenomenon, which in turn has become a key factor pushing up their turnover intention. Taking small and medium-sized internet enterprises as the research objects for case studies, this paper conducts an empirical research through semi-structured interviews and internal document sorting, systematically sorts out the core manifestations and inducing causes of workplace ostracism faced by new-generation employees, deeply analyzes the internal transmission paths through which workplace ostracism acts on turnover intention, and extracts targeted management implications based on the research conclusions. The study finds that workplace ostracism experienced by new-generation employees is mainly in hidden forms such as social isolation, information blockage and task marginalization, and the main causes include generational differences in values, rigid management models and the lack of an inclusive team culture; workplace ostracism significantly strengthens employees' turnover intention through three core paths: the depletion of psychological resources, the induction of job burnout and the weakening of organizational belonging. Based on this, enterprises need to make efforts from the dimensions of cultural construction, management optimization and interpersonal coordination to alleviate the problem of workplace ostracism and stabilize the team of new-generation employees.

Shujing Wang. Workplace Ostracism's Impact on New-Generation Employees' Turnover Intention. Academic Journal of Business & Management (2026), Vol. 8, Issue 5: 71-77. https://doi.org/10.25236/AJBM.2026.080510.

[1] Zhang J. Construction and Practical Paths of Incentive Mechanism for New-Generation Employees[J]. Talent Resource Development, 2023(23):79-81.

[2] Schoch S, Nikitin J, Freund A M. Why do(n't) you like me? The role of social approachand avoidance motives in attributions following social acceptance andrejection[J].Motivation and Emotion,2015,39(05):680-692.

[3] Ferris D L, Brown D J, Berry J W, et al. The development and validation of the Workplace Ostracism Scale[J]. The Journal of Applied Psychology, 2008,93(6):1348-1360.

[4] Howard M C, Cogswell J E, Smith M B. The antecedents and outcomes of workplace ostracism: A meta-analysis[J]. The Journal of Applied Psychology, 2020,105(6):738-761.

[5] Li X Y, Yang B X, Jiang L P, et al. A Study on the Relationship Between Job Satisfaction, Organizational Commitment and Turnover Intention of Employees in the Early Stage of Career[J]. China Soft Science, 2018(01):176-184.

[6] Xiao Y, Yang R Y, Jiang X T, et al. The Influence of Perceived Organizational Support on Primary and Secondary School Teachers' Turnover Intention: The Mediating Role of Career Adaptation and the Moderating Role of Social Capital[J]. Journal of Southwest University (Social Sciences Edition), 2025,51(03):187-196.

[7] Hobfoll S E. Conservation of resources: A new attempt at conceptualizing stress[J]. American Psychologist, 1989,44(3):513-524.