# Research on the Optimization of College Teachers’ Flow Management Strategy under the Support of Artificial Intelligence Technology

Authors: Yannan Yang; Zhengyu Ma
Journal: Wireless Communications and Mobile Computing
 (2022)

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## Abstract

In recent years, with the establishment and improvement of the academic labor market system, the flow of college teachers has become more frequent. On the one hand, the rational and orderly flow of teachers, as a social construction, is of great significance for deconstructing the solidification of academic structure and promoting academic development and progress. But on the other hand, we should also see that the disorderly flow of teachers also has a strong destructive effect on destroying the inherent academic structure, leading to vicious competition in the academic labor market, and weakening the willpower of teachers to devote themselves to learning. Therefore, it is of great significance to analyze the dynamic factors of college teachers’ mobility, scientifically explain the internal mechanism of college teachers’ mobility, promote the improvement of college teachers’ mobility policies, and defend against disorderly mobility such as “poaching wars.” Based on the mobility dynamic model in colleges and universities, this paper puts forward some thoughts on promoting the mobility of college teachers. Colleges can improve the promotion and development channels of teachers and optimize their working conditions. The study also emphasizes on developing basic salary standard of teachers thereby establish a remuneration system for distribution on the basis of their performance. For good measure, they can also stabilize the current teachers while attracting more outstanding talents by exploiting the advantages of location, making more efforts to build high-level disciplines, and offering more favorable conditions for talent introduction.


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## Body

## 1. Introduction

Artificial intelligence and education is the product of the development of the intelligent era. With the development of big data, cloud computing, and supercomputers, artificial intelligence education has played a key role in the reform of teaching and is in line with the development requirements of the times. The education industry must fully follow the modern information technology reform, make good use of new information technology, serve education, and at the same time promote the reform of education itself, the times are progressing, and education must be at the forefront of the development of the times and cannot become an obstacle to social development. Artificial intelligence has the ability to replace the traditional teaching method because the techniques of AI in combination with cognitive science helps in enhanced understanding of the characteristics of learning and teaching. This helps the learners learn new skills and concepts much easily [1, 2]. The model provides a new direction of teaching reform and a new platform [1, 2]. In the era of “artificial intelligence + education,” college educators must find appropriate ways to use artificial intelligence, so that artificial intelligence can provide new impetus and technology platform for education development and get rid of teachers that are difficult to teach and students that are difficult to learn. The use of AI can revolutionize the entire teaching learning process. As an example, AI can be used for task automation relevant to grading, evaluation of homework, and various other activities that consume unnecessary time for the teachers. Also, AI can ensure that educational software is developed as per specific user needs by making it custom-tailored. AI has potential for smart content creation and identification of areas of improvement and also enables 24/7 support system for the students. Teachers should have the courage to learn new teaching methods, enhance personal teaching methods, and diversify students’ learning modes, thereby improving teaching and learning efficiency.The stakeholders of teacher mobility should include four parties: teachers, schools, students, and the government. The flow of teachers involves the game of interests of four subjects and the process of realization of interests, and the interests and goals of each stakeholder are different. Judging from the current research results, few studies have focused on the connection between the flow of teachers and the stakeholder of schools and have not paid attention to the impact of the flow of teachers in colleges and universities on the development of colleges and universities. In the process of competing for teachers, schools have invested a lot of financial and material resources, economic resources have been greatly depleted, and new inflow teachers have squeezed limited disciplines and promotion resources, affecting the stability of the organizational structure. However, due to the addition of new teachers, organizational activity has been strengthened, and the overall discipline level of the institution has been improved, which is of great benefit to scientific research output. The flow of excellent teachers has very different effects on inflows and outflows from schools. For out-of-school schools, it not only means the loss of the backbone of disciplines but also the investment that institutions have made to support the long-term development of teachers. Therefore, understanding the correlation between the flow of teachers in colleges and universities and the development of colleges and universities has become extremely conducive for promoting the rationalization of policy adjustment of the flow of teachers in colleges and universities. It also helps in promoting the prosperity of the entire academic community [3].Various studies have been conducted involving the application of AI in teaching. The study in [4] used AI techniques for gesture recognition in teaching English. The KNN rapid recognition method is used to collect the feature value of the vector angle considering three-dimensional characteristics of human bones. The study in [5] highlighted the use of AI and its intelligent, personalized, accurate, and diversified characteristics for developing novel ideas for the management of effective teaching techniques in colleges and universities.


## 2. Related Work

### 2.1. The Current Situation of the Flow of Teachers in Colleges and Universities

At present, the trend of the globalization of the world economy and the fierce competition for talents is converging and obvious, and the flow of teachers in colleges and universities is an inevitable trend [6]. Today, teachers with high academic qualifications and high professional titles have become the main target of college competition, and college teachers are in a trend of all-round flow, which mainly includes five characteristics.


#### 2.1.1. International

As shown in Figure1, it is a schematic diagram of the flow of teachers in colleges and universities. Since the 1980s, the trend of global integration has become more and more obvious, which will lead to the internationalization of talent flow. As high-level social talents, college teachers are bound to be widely favored by the society because of their knowledge and technical advantages and become one of the focuses of international talent competition. The flow of teachers in colleges and universities is an international practical problem that all countries are currently facing. It is not only related to developing countries or developed countries. While the developed countries are introducing a large number of excellent teachers from other countries, they are also facing the loss of their own teachers. The developing countries pay more attention to the loss of domestic teachers, while developed countries pay more attention to the introduction of foreign teachers.Figure 1
The flow of teachers in colleges and universities.


#### 2.1.2. Bidirectionality

Due to the imbalance of regional development, the flow of teachers in colleges and universities shows obvious directional characteristics, showing flow from developing countries and regions to more developed countries and regions, from more developed countries and regions to developed countries and regions, and from Eastern European countries to Western countries. The overall situation of Chinese college teachers is mostly coastal areas, wealthy and developed areas and big cities, and even far away from foreign countries. From the mid-to-late 1980s to the early 1990s, the huge attraction of China’s coastal areas and special economic zones made a large number of young and middle-aged intellectuals in inland colleges and universities converge into a spectacular scene of “spring water flows eastward.” The backbones have been transferred to key colleges and universities, a group of provincial college backbones have been promoted to national famous universities, a large number of teachers from colleges and universities in the western region have moved to the eastern coastal areas and economically developed areas, and teachers from nonprovincial colleges and universities have also been transferred to provincial colleges and universities.


#### 2.1.3. Frequency

With the further development of the market economy, the competition for talents in all walks of life has become increasingly fierce, and the talent flow mechanism has been further improved, creating conditions for the frequent flow of teachers in colleges and universities. Young teachers in colleges and universities are full of vigor and vitality, full of confidence in the future, and eager to find a satisfactory career that can realize their ideals in life. Once they find that the current environment is not suitable for their own development or the treatment is unfair, they often choose to find another way out. The advent of the knowledge economy has shortened the knowledge update cycle and accelerated the frequency, which also promotes the flow of teachers.


#### 2.1.4. Diversity

With the further relaxation of China’s talent policy and the change of job seekers’ employment concept, the diversified demand for talents has spawned a variety of forms of mobility. At present, the flow of teachers in colleges and universities is mainly based on the appointment system. Both teachers and schools exercise their own rights and obligations according to the contract. Teachers have the right to apply for and resign, and schools have the right to appoint and dismiss. Work on the post, and the school hires the teachers it needs. Encourage teachers to carry out intellectual mobility. The school allows teachers to go to other schools or other social units to work part-time.


#### 2.1.5. Multisource

In the past, due to the constraints of the long-term planned economy, the source of teachers in colleges and universities was single, and the national training and local directional training were the mainstays. With the development of the market economy, nonnormal colleges and universities and comprehensive universities have gradually penetrated into teacher training and training, breaking the monopoly pattern of teacher training in normal colleges and universities and forming a competitive pattern with diversified sources of teachers. The formal implementation of systems such as teacher qualification certification will attract more high-quality talents into the teaching team, make the teaching profession face a huge impact from the market, and create an external condition for the flow of teachers.


### 2.2. Reasons for the Flow of Teachers in Colleges and Universities

The organizational relationship between colleges and universities is shown in Figure2. There are many reasons for the flow of teachers in colleges and universities, mainly including three aspects [7, 8].Figure 2
Organizational relationships among colleges and universities.


#### 2.2.1. The Need for Self-Actualization Is the Root of the Flow of Teachers in Colleges and Universities

With the deepening of social development, college teachers’ self-awareness is getting stronger and stronger, and they pay more attention to self-improvement and realization of self-worth. The proportion of college teachers who pay attention to high-level needs will continue to increase significantly. As educators and researchers, college teachers have a higher level of education, and their hard and complex work will bring a higher sense of achievement and honor and may therefore inhibit lower-level needs to some extent. College teachers have the basic quality of high achievement motivation. They have a strong sense of competition and the spirit of hard study, enterprising, and enterprising and have the psychological characteristics of focusing on fairness, justice, mutual respect, etc., which makes them have a high level of “self-esteem and honor” and “creation and achievement.” Their self-realization needs are very strong, and the most attractive thing for them is not the generous salary package but the better personal development space and a good research environment [9].


#### 2.2.2. The Change of Value Orientation Prompts the Flow of Teachers in Colleges and Universities

Under the impact of the market economy, college teachers’ outlook on life and values is constantly changing, their mentality and value orientation are constantly being adjusted, and their career choices and methods have undergone profound changes. The work motivation of Chinese people formed by traditional Chinese culture is a kind of social orientation or other orientation. The goal of achievement is mainly for the recognition of the self by the group to which one belongs and thus depends on the relationship between the self and others and the status in the group.


#### 2.2.3. The Role of the Working Environment on Teaching Mobility in Colleges and Universities Cannot Be Ignored

In addition to material pursuits, people also have spiritual pursuits. If they want to realize their ambitions, make achievements in their work, or make achievements in their professions, they all pay special attention to their own development environment. The vast majority of college teachers have lofty aspirations, and it is completely understandable that they pursue an ideal development environment in order to display their talents. Environmental factors include macrosocial background and microsocial structure, including two levels of social environment and school environment. The macrosocial background includes teachers’ professional prestige and social status, which has a great impact on the work motivation and career flow of college teachers, and the most direct manifestation in the microsocial structure is the status of teachers’ professional titles. At present, the social status and actual treatment of the teaching profession are not ideal, and there is an obvious phenomenon of the brain and body upside down. Some social units with better benefits take advantage of this defect to attract outstanding teachers with their superior treatment and good working conditions [10, 11]. Ordinary colleges and universities evaluate young teachers according to their qualifications and obtain deputy senior titles, accounting for only 7% of the total number of young teachers, and those who are promoted to senior titles are rare.In addition to this, other factors also play a role in teacher mobility. The influencing factors of mobility are comprehensive, but some of them often play a dominant role.


### 2.3. The Significance of the Flow of Teachers in Colleges and Universities

Reasonable and orderly flow of teachers in colleges and universities has positive significance, which mainly includes the following:


#### 2.3.1. Mobility Is Conducive to the Improvement of Teachers’ Individual Quality

From an individual point of view, the flow of teachers conforms to the law of talent growth. The rationality and true significance of the flow of ancient talents are to increase the psychological span of talents in social practice at different levels and regions, to broaden their horizons, to have a wide range of knowledge, to avoid the aging of knowledge and rigid thinking, and to make the potential creativity of talents fully realized. In order to adapt to the new characteristics of social and cultural development, college teachers have gone beyond departments, schools, and even national borders to seek exchanges and cooperation, and a large number of outstanding talents have emerged [12]. Through exercise, they have gathered the strengths of several experts in teaching and research, active academic thoughts, constantly updated knowledge structure, and constantly improved their abilities and levels. As shown in Figure 3, it is the higher education process.Figure 3
Higher education process.


#### 2.3.2. The Flow Is Conducive to the Optimization of the Structure of the Teaching Staff

The school must select and retain outstanding teachers according to the overall development plan, through competition and other methods, and make appropriate adjustments and exchanges with teachers, dismiss redundant or incompetent teachers, learn from each other’s strengths and weaknesses academically, jointly undertake teaching and scientific research tasks, and expand information channels, to obtain the latest subject trends, to tap the overall potential, to stimulate the positive and enterprising spirit of teachers, to cultivate and cultivate outstanding talents, and to maintain the vigorous vitality of the teaching team [13, 14].


#### 2.3.3. Mobility Can Strengthen Competition Mechanisms

Figure4 shows the relationship between the performance evaluation of talent flow in colleges and universities. Only when there is a moderate tension in the teaching staff of colleges and universities can they maintain fresh vitality. The flow of talents has created a competitive environment and adapted to the laws and requirements of the market economy [14]. It effectively breaks through the traditional personnel management system characterized by all-in-one and all-in-one assignment, is conducive to breaking the concept of talent ownership, strengthens the sense of competition, promotes the formation of a good moral ethos of respecting knowledge and talents, and promotes outstanding talents to stand out. It has become an important means to fully mobilize the enthusiasm of intellectuals.Figure 4
Relationship evaluation in colleges and universities.


#### 2.3.4. Flow Can Promote the Scientific Management of Teachers

To optimize the teaching staff in the flow, to survive and develop in the competition, all these must be reflected in the personnel management system. Scientific and efficient teacher management provides an external guarantee for rational and orderly teacher flow. As an irreversible objective reality, talent flow is not only an effective way to adjust the team and optimize the structure but also makes it possible to achieve the best talent benefit goals [15, 16]. In the past, it is also a powerful challenge to the closed and rigid personnel management system in colleges and universities. The development of the market economy and the increasing flow of teachers require the rapid establishment of a dynamic management system that integrates the use and development of talents and requires that the original talent resources be reconfigured and optimally combined in accordance with objective laws. Teacher management is a science. To do a good job in teacher management, we must grasp the laws and characteristics of teacher management and increase the scientific content of management. With the fierce competition for talents, the methods of introduction and use of teachers in colleges and universities are also becoming more and more diversified. In the 21st century, managers should not stick to the status quo, but should master the theoretical knowledge of modern scientific management and information management technology, and have a good sense of service [17, 18]. Use scientific and efficient management methods to achieve the optimal allocation of teaching staff and give full play to the allocation function of teacher management mechanism to human resources.


## 2.1. The Current Situation of the Flow of Teachers in Colleges and Universities

At present, the trend of the globalization of the world economy and the fierce competition for talents is converging and obvious, and the flow of teachers in colleges and universities is an inevitable trend [6]. Today, teachers with high academic qualifications and high professional titles have become the main target of college competition, and college teachers are in a trend of all-round flow, which mainly includes five characteristics.


### 2.1.1. International

As shown in Figure1, it is a schematic diagram of the flow of teachers in colleges and universities. Since the 1980s, the trend of global integration has become more and more obvious, which will lead to the internationalization of talent flow. As high-level social talents, college teachers are bound to be widely favored by the society because of their knowledge and technical advantages and become one of the focuses of international talent competition. The flow of teachers in colleges and universities is an international practical problem that all countries are currently facing. It is not only related to developing countries or developed countries. While the developed countries are introducing a large number of excellent teachers from other countries, they are also facing the loss of their own teachers. The developing countries pay more attention to the loss of domestic teachers, while developed countries pay more attention to the introduction of foreign teachers.Figure 1
The flow of teachers in colleges and universities.


### 2.1.2. Bidirectionality

Due to the imbalance of regional development, the flow of teachers in colleges and universities shows obvious directional characteristics, showing flow from developing countries and regions to more developed countries and regions, from more developed countries and regions to developed countries and regions, and from Eastern European countries to Western countries. The overall situation of Chinese college teachers is mostly coastal areas, wealthy and developed areas and big cities, and even far away from foreign countries. From the mid-to-late 1980s to the early 1990s, the huge attraction of China’s coastal areas and special economic zones made a large number of young and middle-aged intellectuals in inland colleges and universities converge into a spectacular scene of “spring water flows eastward.” The backbones have been transferred to key colleges and universities, a group of provincial college backbones have been promoted to national famous universities, a large number of teachers from colleges and universities in the western region have moved to the eastern coastal areas and economically developed areas, and teachers from nonprovincial colleges and universities have also been transferred to provincial colleges and universities.


### 2.1.3. Frequency

With the further development of the market economy, the competition for talents in all walks of life has become increasingly fierce, and the talent flow mechanism has been further improved, creating conditions for the frequent flow of teachers in colleges and universities. Young teachers in colleges and universities are full of vigor and vitality, full of confidence in the future, and eager to find a satisfactory career that can realize their ideals in life. Once they find that the current environment is not suitable for their own development or the treatment is unfair, they often choose to find another way out. The advent of the knowledge economy has shortened the knowledge update cycle and accelerated the frequency, which also promotes the flow of teachers.


### 2.1.4. Diversity

With the further relaxation of China’s talent policy and the change of job seekers’ employment concept, the diversified demand for talents has spawned a variety of forms of mobility. At present, the flow of teachers in colleges and universities is mainly based on the appointment system. Both teachers and schools exercise their own rights and obligations according to the contract. Teachers have the right to apply for and resign, and schools have the right to appoint and dismiss. Work on the post, and the school hires the teachers it needs. Encourage teachers to carry out intellectual mobility. The school allows teachers to go to other schools or other social units to work part-time.


### 2.1.5. Multisource

In the past, due to the constraints of the long-term planned economy, the source of teachers in colleges and universities was single, and the national training and local directional training were the mainstays. With the development of the market economy, nonnormal colleges and universities and comprehensive universities have gradually penetrated into teacher training and training, breaking the monopoly pattern of teacher training in normal colleges and universities and forming a competitive pattern with diversified sources of teachers. The formal implementation of systems such as teacher qualification certification will attract more high-quality talents into the teaching team, make the teaching profession face a huge impact from the market, and create an external condition for the flow of teachers.


## 2.1.1. International

As shown in Figure1, it is a schematic diagram of the flow of teachers in colleges and universities. Since the 1980s, the trend of global integration has become more and more obvious, which will lead to the internationalization of talent flow. As high-level social talents, college teachers are bound to be widely favored by the society because of their knowledge and technical advantages and become one of the focuses of international talent competition. The flow of teachers in colleges and universities is an international practical problem that all countries are currently facing. It is not only related to developing countries or developed countries. While the developed countries are introducing a large number of excellent teachers from other countries, they are also facing the loss of their own teachers. The developing countries pay more attention to the loss of domestic teachers, while developed countries pay more attention to the introduction of foreign teachers.Figure 1
The flow of teachers in colleges and universities.


## 2.1.2. Bidirectionality

Due to the imbalance of regional development, the flow of teachers in colleges and universities shows obvious directional characteristics, showing flow from developing countries and regions to more developed countries and regions, from more developed countries and regions to developed countries and regions, and from Eastern European countries to Western countries. The overall situation of Chinese college teachers is mostly coastal areas, wealthy and developed areas and big cities, and even far away from foreign countries. From the mid-to-late 1980s to the early 1990s, the huge attraction of China’s coastal areas and special economic zones made a large number of young and middle-aged intellectuals in inland colleges and universities converge into a spectacular scene of “spring water flows eastward.” The backbones have been transferred to key colleges and universities, a group of provincial college backbones have been promoted to national famous universities, a large number of teachers from colleges and universities in the western region have moved to the eastern coastal areas and economically developed areas, and teachers from nonprovincial colleges and universities have also been transferred to provincial colleges and universities.


## 2.1.3. Frequency

With the further development of the market economy, the competition for talents in all walks of life has become increasingly fierce, and the talent flow mechanism has been further improved, creating conditions for the frequent flow of teachers in colleges and universities. Young teachers in colleges and universities are full of vigor and vitality, full of confidence in the future, and eager to find a satisfactory career that can realize their ideals in life. Once they find that the current environment is not suitable for their own development or the treatment is unfair, they often choose to find another way out. The advent of the knowledge economy has shortened the knowledge update cycle and accelerated the frequency, which also promotes the flow of teachers.


## 2.1.4. Diversity

With the further relaxation of China’s talent policy and the change of job seekers’ employment concept, the diversified demand for talents has spawned a variety of forms of mobility. At present, the flow of teachers in colleges and universities is mainly based on the appointment system. Both teachers and schools exercise their own rights and obligations according to the contract. Teachers have the right to apply for and resign, and schools have the right to appoint and dismiss. Work on the post, and the school hires the teachers it needs. Encourage teachers to carry out intellectual mobility. The school allows teachers to go to other schools or other social units to work part-time.


## 2.1.5. Multisource

In the past, due to the constraints of the long-term planned economy, the source of teachers in colleges and universities was single, and the national training and local directional training were the mainstays. With the development of the market economy, nonnormal colleges and universities and comprehensive universities have gradually penetrated into teacher training and training, breaking the monopoly pattern of teacher training in normal colleges and universities and forming a competitive pattern with diversified sources of teachers. The formal implementation of systems such as teacher qualification certification will attract more high-quality talents into the teaching team, make the teaching profession face a huge impact from the market, and create an external condition for the flow of teachers.


## 2.2. Reasons for the Flow of Teachers in Colleges and Universities

The organizational relationship between colleges and universities is shown in Figure2. There are many reasons for the flow of teachers in colleges and universities, mainly including three aspects [7, 8].Figure 2
Organizational relationships among colleges and universities.


### 2.2.1. The Need for Self-Actualization Is the Root of the Flow of Teachers in Colleges and Universities

With the deepening of social development, college teachers’ self-awareness is getting stronger and stronger, and they pay more attention to self-improvement and realization of self-worth. The proportion of college teachers who pay attention to high-level needs will continue to increase significantly. As educators and researchers, college teachers have a higher level of education, and their hard and complex work will bring a higher sense of achievement and honor and may therefore inhibit lower-level needs to some extent. College teachers have the basic quality of high achievement motivation. They have a strong sense of competition and the spirit of hard study, enterprising, and enterprising and have the psychological characteristics of focusing on fairness, justice, mutual respect, etc., which makes them have a high level of “self-esteem and honor” and “creation and achievement.” Their self-realization needs are very strong, and the most attractive thing for them is not the generous salary package but the better personal development space and a good research environment [9].


### 2.2.2. The Change of Value Orientation Prompts the Flow of Teachers in Colleges and Universities

Under the impact of the market economy, college teachers’ outlook on life and values is constantly changing, their mentality and value orientation are constantly being adjusted, and their career choices and methods have undergone profound changes. The work motivation of Chinese people formed by traditional Chinese culture is a kind of social orientation or other orientation. The goal of achievement is mainly for the recognition of the self by the group to which one belongs and thus depends on the relationship between the self and others and the status in the group.


### 2.2.3. The Role of the Working Environment on Teaching Mobility in Colleges and Universities Cannot Be Ignored

In addition to material pursuits, people also have spiritual pursuits. If they want to realize their ambitions, make achievements in their work, or make achievements in their professions, they all pay special attention to their own development environment. The vast majority of college teachers have lofty aspirations, and it is completely understandable that they pursue an ideal development environment in order to display their talents. Environmental factors include macrosocial background and microsocial structure, including two levels of social environment and school environment. The macrosocial background includes teachers’ professional prestige and social status, which has a great impact on the work motivation and career flow of college teachers, and the most direct manifestation in the microsocial structure is the status of teachers’ professional titles. At present, the social status and actual treatment of the teaching profession are not ideal, and there is an obvious phenomenon of the brain and body upside down. Some social units with better benefits take advantage of this defect to attract outstanding teachers with their superior treatment and good working conditions [10, 11]. Ordinary colleges and universities evaluate young teachers according to their qualifications and obtain deputy senior titles, accounting for only 7% of the total number of young teachers, and those who are promoted to senior titles are rare.In addition to this, other factors also play a role in teacher mobility. The influencing factors of mobility are comprehensive, but some of them often play a dominant role.


## 2.2.1. The Need for Self-Actualization Is the Root of the Flow of Teachers in Colleges and Universities

With the deepening of social development, college teachers’ self-awareness is getting stronger and stronger, and they pay more attention to self-improvement and realization of self-worth. The proportion of college teachers who pay attention to high-level needs will continue to increase significantly. As educators and researchers, college teachers have a higher level of education, and their hard and complex work will bring a higher sense of achievement and honor and may therefore inhibit lower-level needs to some extent. College teachers have the basic quality of high achievement motivation. They have a strong sense of competition and the spirit of hard study, enterprising, and enterprising and have the psychological characteristics of focusing on fairness, justice, mutual respect, etc., which makes them have a high level of “self-esteem and honor” and “creation and achievement.” Their self-realization needs are very strong, and the most attractive thing for them is not the generous salary package but the better personal development space and a good research environment [9].


## 2.2.2. The Change of Value Orientation Prompts the Flow of Teachers in Colleges and Universities

Under the impact of the market economy, college teachers’ outlook on life and values is constantly changing, their mentality and value orientation are constantly being adjusted, and their career choices and methods have undergone profound changes. The work motivation of Chinese people formed by traditional Chinese culture is a kind of social orientation or other orientation. The goal of achievement is mainly for the recognition of the self by the group to which one belongs and thus depends on the relationship between the self and others and the status in the group.


## 2.2.3. The Role of the Working Environment on Teaching Mobility in Colleges and Universities Cannot Be Ignored

In addition to material pursuits, people also have spiritual pursuits. If they want to realize their ambitions, make achievements in their work, or make achievements in their professions, they all pay special attention to their own development environment. The vast majority of college teachers have lofty aspirations, and it is completely understandable that they pursue an ideal development environment in order to display their talents. Environmental factors include macrosocial background and microsocial structure, including two levels of social environment and school environment. The macrosocial background includes teachers’ professional prestige and social status, which has a great impact on the work motivation and career flow of college teachers, and the most direct manifestation in the microsocial structure is the status of teachers’ professional titles. At present, the social status and actual treatment of the teaching profession are not ideal, and there is an obvious phenomenon of the brain and body upside down. Some social units with better benefits take advantage of this defect to attract outstanding teachers with their superior treatment and good working conditions [10, 11]. Ordinary colleges and universities evaluate young teachers according to their qualifications and obtain deputy senior titles, accounting for only 7% of the total number of young teachers, and those who are promoted to senior titles are rare.In addition to this, other factors also play a role in teacher mobility. The influencing factors of mobility are comprehensive, but some of them often play a dominant role.


## 2.3. The Significance of the Flow of Teachers in Colleges and Universities

Reasonable and orderly flow of teachers in colleges and universities has positive significance, which mainly includes the following:


### 2.3.1. Mobility Is Conducive to the Improvement of Teachers’ Individual Quality

From an individual point of view, the flow of teachers conforms to the law of talent growth. The rationality and true significance of the flow of ancient talents are to increase the psychological span of talents in social practice at different levels and regions, to broaden their horizons, to have a wide range of knowledge, to avoid the aging of knowledge and rigid thinking, and to make the potential creativity of talents fully realized. In order to adapt to the new characteristics of social and cultural development, college teachers have gone beyond departments, schools, and even national borders to seek exchanges and cooperation, and a large number of outstanding talents have emerged [12]. Through exercise, they have gathered the strengths of several experts in teaching and research, active academic thoughts, constantly updated knowledge structure, and constantly improved their abilities and levels. As shown in Figure 3, it is the higher education process.Figure 3
Higher education process.


### 2.3.2. The Flow Is Conducive to the Optimization of the Structure of the Teaching Staff

The school must select and retain outstanding teachers according to the overall development plan, through competition and other methods, and make appropriate adjustments and exchanges with teachers, dismiss redundant or incompetent teachers, learn from each other’s strengths and weaknesses academically, jointly undertake teaching and scientific research tasks, and expand information channels, to obtain the latest subject trends, to tap the overall potential, to stimulate the positive and enterprising spirit of teachers, to cultivate and cultivate outstanding talents, and to maintain the vigorous vitality of the teaching team [13, 14].


### 2.3.3. Mobility Can Strengthen Competition Mechanisms

Figure4 shows the relationship between the performance evaluation of talent flow in colleges and universities. Only when there is a moderate tension in the teaching staff of colleges and universities can they maintain fresh vitality. The flow of talents has created a competitive environment and adapted to the laws and requirements of the market economy [14]. It effectively breaks through the traditional personnel management system characterized by all-in-one and all-in-one assignment, is conducive to breaking the concept of talent ownership, strengthens the sense of competition, promotes the formation of a good moral ethos of respecting knowledge and talents, and promotes outstanding talents to stand out. It has become an important means to fully mobilize the enthusiasm of intellectuals.Figure 4
Relationship evaluation in colleges and universities.


### 2.3.4. Flow Can Promote the Scientific Management of Teachers

To optimize the teaching staff in the flow, to survive and develop in the competition, all these must be reflected in the personnel management system. Scientific and efficient teacher management provides an external guarantee for rational and orderly teacher flow. As an irreversible objective reality, talent flow is not only an effective way to adjust the team and optimize the structure but also makes it possible to achieve the best talent benefit goals [15, 16]. In the past, it is also a powerful challenge to the closed and rigid personnel management system in colleges and universities. The development of the market economy and the increasing flow of teachers require the rapid establishment of a dynamic management system that integrates the use and development of talents and requires that the original talent resources be reconfigured and optimally combined in accordance with objective laws. Teacher management is a science. To do a good job in teacher management, we must grasp the laws and characteristics of teacher management and increase the scientific content of management. With the fierce competition for talents, the methods of introduction and use of teachers in colleges and universities are also becoming more and more diversified. In the 21st century, managers should not stick to the status quo, but should master the theoretical knowledge of modern scientific management and information management technology, and have a good sense of service [17, 18]. Use scientific and efficient management methods to achieve the optimal allocation of teaching staff and give full play to the allocation function of teacher management mechanism to human resources.


## 2.3.1. Mobility Is Conducive to the Improvement of Teachers’ Individual Quality

From an individual point of view, the flow of teachers conforms to the law of talent growth. The rationality and true significance of the flow of ancient talents are to increase the psychological span of talents in social practice at different levels and regions, to broaden their horizons, to have a wide range of knowledge, to avoid the aging of knowledge and rigid thinking, and to make the potential creativity of talents fully realized. In order to adapt to the new characteristics of social and cultural development, college teachers have gone beyond departments, schools, and even national borders to seek exchanges and cooperation, and a large number of outstanding talents have emerged [12]. Through exercise, they have gathered the strengths of several experts in teaching and research, active academic thoughts, constantly updated knowledge structure, and constantly improved their abilities and levels. As shown in Figure 3, it is the higher education process.Figure 3
Higher education process.


## 2.3.2. The Flow Is Conducive to the Optimization of the Structure of the Teaching Staff

The school must select and retain outstanding teachers according to the overall development plan, through competition and other methods, and make appropriate adjustments and exchanges with teachers, dismiss redundant or incompetent teachers, learn from each other’s strengths and weaknesses academically, jointly undertake teaching and scientific research tasks, and expand information channels, to obtain the latest subject trends, to tap the overall potential, to stimulate the positive and enterprising spirit of teachers, to cultivate and cultivate outstanding talents, and to maintain the vigorous vitality of the teaching team [13, 14].


## 2.3.3. Mobility Can Strengthen Competition Mechanisms

Figure4 shows the relationship between the performance evaluation of talent flow in colleges and universities. Only when there is a moderate tension in the teaching staff of colleges and universities can they maintain fresh vitality. The flow of talents has created a competitive environment and adapted to the laws and requirements of the market economy [14]. It effectively breaks through the traditional personnel management system characterized by all-in-one and all-in-one assignment, is conducive to breaking the concept of talent ownership, strengthens the sense of competition, promotes the formation of a good moral ethos of respecting knowledge and talents, and promotes outstanding talents to stand out. It has become an important means to fully mobilize the enthusiasm of intellectuals.Figure 4
Relationship evaluation in colleges and universities.


## 2.3.4. Flow Can Promote the Scientific Management of Teachers

To optimize the teaching staff in the flow, to survive and develop in the competition, all these must be reflected in the personnel management system. Scientific and efficient teacher management provides an external guarantee for rational and orderly teacher flow. As an irreversible objective reality, talent flow is not only an effective way to adjust the team and optimize the structure but also makes it possible to achieve the best talent benefit goals [15, 16]. In the past, it is also a powerful challenge to the closed and rigid personnel management system in colleges and universities. The development of the market economy and the increasing flow of teachers require the rapid establishment of a dynamic management system that integrates the use and development of talents and requires that the original talent resources be reconfigured and optimally combined in accordance with objective laws. Teacher management is a science. To do a good job in teacher management, we must grasp the laws and characteristics of teacher management and increase the scientific content of management. With the fierce competition for talents, the methods of introduction and use of teachers in colleges and universities are also becoming more and more diversified. In the 21st century, managers should not stick to the status quo, but should master the theoretical knowledge of modern scientific management and information management technology, and have a good sense of service [17, 18]. Use scientific and efficient management methods to achieve the optimal allocation of teaching staff and give full play to the allocation function of teacher management mechanism to human resources.


## 3. Construction of the Dynamic Model of College Teachers’ Mobility

Because college teachers are highly educated people, their mobility behavior is special, and the traditional dynamic model is not suitable for explaining their mobility behavior; so, it is necessary to construct a mobility dynamic model based on artificial intelligence [19]. An online questionnaire was designed, as shown in Table 1.Table 1
Sample descriptive statistics.
CategoryCategory descriptionSample sizeProportion%GenderMale7738.5%Female12361.5%Age35 years old and below5125.5%36-45years old9849.0%46-55 years old4522.5%56 years old and above63.0%EducationUndergraduate147.0%Postgraduate5527.5%PhD student13165.5%Work university level“985 Project”7135.5%“211 Project”4924.5%General undergraduate universities8040.0%Teaching age5 years and below3819.0%6-10 years3417.0%11-15 years5628.0%16-20 years3316.5%21 years and above3919.5%Job titleUndecided job title105.0%Teaching assistant63.0%Lecturer7035.0%Associate professor8040.0%Professor3417.0%Marital statusMarried17788.5%Unmarried2311.5%


### 3.1. Theoretical Function and Matrix Relationship

From the perspective of the traditional push-pull model, the labor force is affected by the push force from the outgoing place and the pull force from the incoming place. For the flow of teachers in colleges and universities, these two forces correspond to the push force out of the school and the inflow force, respectively. The school’s lure and pull, the two forces, are in a game state of “you push me and push me,” but together, they form a positive resultant force on the flow of teachers. According to the “push-pull theory,” university teachers’ intention to leave is not only influenced by the current worklife but also by the external environment. Some factors in the current work environment cause teachers’ dissatisfaction and push them away, which makes them tend to leave, while some factors in the external environment attract teachers and pull them out of their original workplace, which also affects teachers’ tendency to leave. Therefore, based on the “push-pull theory,” in this paper, the factors influencing teachers’ intention to leave the university are identified from the two aspects: pushing force and pulling force.There are many conceptual frameworks in which to study the worklife of faculty members across different types and missions of institutions [20], but there was no uniform standard for the classification of employees’ intention to leave in terms of worklife and external factors at home and abroad. In this study, by reviewing the literature and synthesizing the results of interviews with 14 university teachers, the top categories of factors were selected with respect to posing influence on teacher mobility. The worklife included “promotion and development,” “university management,” “salary,” “working conditions,” and “interpersonal relationship.” Worklife directly influences teachers’ job satisfaction, and job satisfaction is the mediating factor between worklife and teacher mobility. The external factors included “family responsibility,” “organizational prestige,” “conditions for talent acquisition,” and “urban living environment.” A model of factors influencing teacher mobility was constructed (Figure 5): the push factor of current work and the pull factor of external environment jointly influence teacher mobility. Among the push factors, the worklife through job satisfaction then affects teacher; among the pull factors, the external factors direct impacts on teachers.Figure 5
Proposed conceptual model.Push-pull factor, as a positive factor affecting the flow of teachers, includes several comprehensive dynamic factors such as economy, organization, policy, and individual [21]. From the perspective of teachers’ psychology, the push factor is the force that makes teachers feel alienated from the original organization, which is a negative dynamic factor, while the pull factor is the attraction exerted on the individual teacher by the outside world, which is a positive dynamic factor. Although the roles played by these two forces are different from the perspective of teachers’ psychology, the functions of the two forces are the same, and their effects on teachers leaving their original jobs are inseparable and inseparable. In both cases of pushing force without pulling force or only pulling force without pushing force, the teacher’s flow behavior is impossible to achieve; so, the two forces are considered together. From the perspective of the direction of push-pull force, they play a positive role in promoting the decision-making process of teachers from flowing out of the original school to flowing into the new school, which is a positive force.


### 3.2. Logistic Function of the Flow Dynamic Model

The results of the fit of the model show that all the indicators of the structural equation model of factors influencing university teacher mobility (CMIN/DF=2.093, CFI=0.911>0.9, IFI=0.912>0.9, TLI=0.903>0.9, RMSEA=0.074<0.08) meet the requirements of the test, which indicates that the structural equation model and the data fit well and can be analyzed next.Figure6 shows the relationships and path coefficients among the variables in the structural model. Among the push factors, worklife poses a positive impact on teachers’ job satisfaction (the standardized path coefficient is 0.23); that is, a good worklife can make teachers more satisfied at their jobs; worklife influences teachers’ job satisfaction and thus their mobility (the standardized path coefficient is -0.10); job satisfaction has a significant negative influence on teachers’ mobility (the standardized path coefficient is -0.42), which means that the higher the job satisfaction of university teachers, the lower their tendency to leave. Among the pull factors, external factors pose positive impact on teachers’ mobility (the standardized path coefficient is 0.26), and the better the external environment is, the higher the tendency of teachers to mobility. The results of the study are consistent with our intuition and previous research findings [20, 21].Figure 6
Structural equation model of teacher mobility.Teachers’ mobility is influenced by both push and pull forces, but the push force plays a more positive role than the pull one. Specifically, at first, the intention of teachers to leave their jobs was triggered by certain factors in their current jobs, which led them to look for outside job opportunities. At this point, the pull force of the external environment begins to play a role, and in the process of reinforcing the pull force, teachers’ intention to leave becomes more stronger until they finally leave. The structural model of factors influencing teachers’ mobility has been analyzed and discussed above, among which the two dimensions of work environment perception and external environment perception are somewhat abstract, and further calculations are required to understand the specific degree of influence of each factor in these two dimensions.


### 3.3. Strength and Characteristics of Matrix Relationships in the Flow Dynamic Model

#### 3.3.1. Worklife Triggers University Teacher Flow

To get an insight into the specific influence of each factor under work environment perception, in this paper, the weighted least squares estimation method is employed to calculate, and the regression equation of the second-order measurement model in the model is as follows:(1)UM=γ1WL+ε1,FD=γ2WL+ε2,SA=γ3WL+ε3,WC=γ4WL+ε4,FR=γ5WL+ε5.The second-order variable FW is abstracted from the five first-order variables. LetX=UM,FD,SA,WC,FR’, and then equation (1) is expressed in matrix as follows: X=γ∗WL+ε. The weighted least squares estimate of FL is (where γ^=0.72,0.94,0.70,0.77,0.69’, and D^ is a fifth-order square):
(2)WL^=γ∧′D∧−1γ∧−1γ∧′D∧−1X.The following result is obtained after calculation:Worklife=0.13∗UniversityManagement+0.12∗Salary+0.16WorkingConditions+0.66P∗Promotion,andDevelopment+0.11∗InterpersonalRelationship.This result illustrates the degree of influence of each factor in worklife. According to the calculation results, the factors of work environment perception fall into three levels of forces: first, high intensity push effect, including promotion and development; second, medium intensity push effect, including working conditions; and third, general push effect, including school management, salary status, and interpersonal relationships.First, promotion and development are the most valued factors for university teachers in their current work. The promotion and development are to some extent the concrete manifestation of self-worth realization, which is the highest level of needs and becomes the goal for teachers to pursue after the lower-level needs are satisfied. After working in a university for a period of time, teachers’ salary, work environment, and other aspects tend to be stable and not easy to produce large changes; so, the lower-level needs have been satisfied, and teachers will start to pursue higher level needs. Promotion and development represent the recognition of their abilities by peers and the management and also the process of gaining respect from others, i.e., the realization of self-worth.Second, university teachers need favorable working conditions to support their daily work. Even being weaker than the influence degree of promotion and development, the degree of influence of working conditions is stronger among all the perceived factors of work environment, which is a medium-intensity push. If universities do not provide favorable working conditions for teachers, it will reduce their job satisfaction. Therefore, the organization should make ongoing efforts to improve the working conditions to guarantee the most basic conditions for teachers’ work so that they can carry out their daily work smoothly.Thirdly, university management (0.13), salary status (0.12), and interpersonal relationship (0.11) are relatively close and weak with respect to their influence degrees. From the perspective of two-factor theory, these three factors belong to health care factors, and the lack of these factors tends to trigger teachers’ dissatisfaction and negative work emotions; if these factors can be improved, they will eliminate teachers’ dissatisfaction and maintain their original work efficiency. University management is the closest contact in teachers’ work and plays a significant supporting role in serving teachers’ daily teaching and research; so, it will pose some impacts on teachers’ job satisfaction. Salary status, which includes teachers’ income, insurance, and benefits, is a lower level and the need easier to satisfy in the hierarchy of needs. After getting employed in a university, teachers’ salary will not fluctuate too much; so, its weighting order is relatively low compared with the previous categories of factors in the perception of the work environment. Interpersonal relationship is a kind of social relationship established by people in production and life, and the dysfunction of the relationship will pose a certain impact on the quality of work and life. Teachers’ daily interpersonal relationships mainly include teacher-teacher relationship, teacher-student relationship, and teacher-leader relationship. Good or bad interpersonal relationships pose a certain impact on teachers’ job satisfaction, which in turn affects their tendency to leave the profession.


#### 3.3.2. The External Factors Strengthen University Teacher Flow

After the push factor triggers university teacher flow, the pull force generated by the external environment will come into play and keep strengthening the intention of teachers to leave until they finally leave their original work place. To understand the specific influence of each factor under the perception of external environment, the regression equation of the second-order measurement model in the model is calculated in the same way as above, and the equation of the second-order measurement model in the model is(3)FR=θ1EF+φ1,OR=θ2EF+φ2,CA=θ3EF+φ3,UE=θ4EF+φ4.LetY=FR,OR,CA,UE’, and then equation (3) is expressed in matrix as follows: Y=θ∗EF+φ. The weighted least squares estimate of EF is (where θ^=0.75,0.90,0.82,0.72’, and R^ is a fourth-order square):
(4)EF^=θ∧′R∧−1θ∧−1θ∧′R∧−1YThe following result is obtained after calculation:Externalfactors=0.19∗FamilyResponsibility+0.56∗OrganizationalPrestige+0.28∗ConditionsforTalentAcquisition+0.17∗UrbanLivingEnvironment.This result illustrates the degree of influence of each factor in the perception of external factors. Based on the calculation results, the factors of external fall into three levels of forces: first, high intensity pull effect, including organizational prestige; second, medium-intensity pull effect, including conditions for talent acquisition; and third, general intensity pull effect, including family responsibilities and urban living environment.First, university teachers prefer to work in universities with higher organizational prestige. Organizational prestige (0.56) is the most important component of the pull factor, and Matier’s (1990) study found that the prestige of a university is an important factor for its teachers’ retention. In general, the level of a university and its organizational prestige is directly proportional to each other, and universities at higher levels represent superior development platforms, favorable research environment, etc., which are more conducive to teachers’ future development and self-fulfillment, and this is an important reason for the greatest attraction to university teachers after they have the intention to leave.Second, favorable introduction conditions have a strong auxiliary effect on attracting talents. The influence of the conditions for talent acquisition (0.28) on teachers’ intention to leave is second only to organizational prestige. The conditions for talent acquisition mainly refer to remuneration, settlement fee, housing, etc. On the one hand, the conditions for talent acquisition can meet the basic survival needs of teachers and ensure that their daily life and work needs are met; on the other hand, the conditions for talent acquisition are also a kind of recognition of teachers’ ability, and better treatment to a certain extent means that teachers have higher ability, which also makes teachers’ higher level of respect and self-fulfillment needs to be satisfied.Third, family responsibilities and urban living environment are external factors that cannot be ignored to intensify the tendency of university teachers to leave their jobs. Family responsibilities (0.19) mainly cover children’s education, elderly support, and the consideration for spouse’s workplace. The recruitment of teachers in universities generally requires a doctoral degree or above, and the age of postgraduate study is also in the traditional sense of marriageable age; so, the proportion of married teachers in universities is high. Married teachers accounted for 88.5% of the sample in this survey; so, family responsibilities are also an important factor for university teachers when they consider whether to leave their jobs. The urban living environment (0.17) includes natural environment and economic environment, and these factors will also pose an impact on the tendency of university teachers to leave their jobs. The natural environment is the basic condition on which human life depends. Nationwide, northeastern China do not have advantages both in terms of geographical location and climate conditions, which are some of the reasons why teachers in northeastern China want to leave.


## 3.1. Theoretical Function and Matrix Relationship

From the perspective of the traditional push-pull model, the labor force is affected by the push force from the outgoing place and the pull force from the incoming place. For the flow of teachers in colleges and universities, these two forces correspond to the push force out of the school and the inflow force, respectively. The school’s lure and pull, the two forces, are in a game state of “you push me and push me,” but together, they form a positive resultant force on the flow of teachers. According to the “push-pull theory,” university teachers’ intention to leave is not only influenced by the current worklife but also by the external environment. Some factors in the current work environment cause teachers’ dissatisfaction and push them away, which makes them tend to leave, while some factors in the external environment attract teachers and pull them out of their original workplace, which also affects teachers’ tendency to leave. Therefore, based on the “push-pull theory,” in this paper, the factors influencing teachers’ intention to leave the university are identified from the two aspects: pushing force and pulling force.There are many conceptual frameworks in which to study the worklife of faculty members across different types and missions of institutions [20], but there was no uniform standard for the classification of employees’ intention to leave in terms of worklife and external factors at home and abroad. In this study, by reviewing the literature and synthesizing the results of interviews with 14 university teachers, the top categories of factors were selected with respect to posing influence on teacher mobility. The worklife included “promotion and development,” “university management,” “salary,” “working conditions,” and “interpersonal relationship.” Worklife directly influences teachers’ job satisfaction, and job satisfaction is the mediating factor between worklife and teacher mobility. The external factors included “family responsibility,” “organizational prestige,” “conditions for talent acquisition,” and “urban living environment.” A model of factors influencing teacher mobility was constructed (Figure 5): the push factor of current work and the pull factor of external environment jointly influence teacher mobility. Among the push factors, the worklife through job satisfaction then affects teacher; among the pull factors, the external factors direct impacts on teachers.Figure 5
Proposed conceptual model.Push-pull factor, as a positive factor affecting the flow of teachers, includes several comprehensive dynamic factors such as economy, organization, policy, and individual [21]. From the perspective of teachers’ psychology, the push factor is the force that makes teachers feel alienated from the original organization, which is a negative dynamic factor, while the pull factor is the attraction exerted on the individual teacher by the outside world, which is a positive dynamic factor. Although the roles played by these two forces are different from the perspective of teachers’ psychology, the functions of the two forces are the same, and their effects on teachers leaving their original jobs are inseparable and inseparable. In both cases of pushing force without pulling force or only pulling force without pushing force, the teacher’s flow behavior is impossible to achieve; so, the two forces are considered together. From the perspective of the direction of push-pull force, they play a positive role in promoting the decision-making process of teachers from flowing out of the original school to flowing into the new school, which is a positive force.


## 3.2. Logistic Function of the Flow Dynamic Model

The results of the fit of the model show that all the indicators of the structural equation model of factors influencing university teacher mobility (CMIN/DF=2.093, CFI=0.911>0.9, IFI=0.912>0.9, TLI=0.903>0.9, RMSEA=0.074<0.08) meet the requirements of the test, which indicates that the structural equation model and the data fit well and can be analyzed next.Figure6 shows the relationships and path coefficients among the variables in the structural model. Among the push factors, worklife poses a positive impact on teachers’ job satisfaction (the standardized path coefficient is 0.23); that is, a good worklife can make teachers more satisfied at their jobs; worklife influences teachers’ job satisfaction and thus their mobility (the standardized path coefficient is -0.10); job satisfaction has a significant negative influence on teachers’ mobility (the standardized path coefficient is -0.42), which means that the higher the job satisfaction of university teachers, the lower their tendency to leave. Among the pull factors, external factors pose positive impact on teachers’ mobility (the standardized path coefficient is 0.26), and the better the external environment is, the higher the tendency of teachers to mobility. The results of the study are consistent with our intuition and previous research findings [20, 21].Figure 6
Structural equation model of teacher mobility.Teachers’ mobility is influenced by both push and pull forces, but the push force plays a more positive role than the pull one. Specifically, at first, the intention of teachers to leave their jobs was triggered by certain factors in their current jobs, which led them to look for outside job opportunities. At this point, the pull force of the external environment begins to play a role, and in the process of reinforcing the pull force, teachers’ intention to leave becomes more stronger until they finally leave. The structural model of factors influencing teachers’ mobility has been analyzed and discussed above, among which the two dimensions of work environment perception and external environment perception are somewhat abstract, and further calculations are required to understand the specific degree of influence of each factor in these two dimensions.


## 3.3. Strength and Characteristics of Matrix Relationships in the Flow Dynamic Model

### 3.3.1. Worklife Triggers University Teacher Flow

To get an insight into the specific influence of each factor under work environment perception, in this paper, the weighted least squares estimation method is employed to calculate, and the regression equation of the second-order measurement model in the model is as follows:(1)UM=γ1WL+ε1,FD=γ2WL+ε2,SA=γ3WL+ε3,WC=γ4WL+ε4,FR=γ5WL+ε5.The second-order variable FW is abstracted from the five first-order variables. LetX=UM,FD,SA,WC,FR’, and then equation (1) is expressed in matrix as follows: X=γ∗WL+ε. The weighted least squares estimate of FL is (where γ^=0.72,0.94,0.70,0.77,0.69’, and D^ is a fifth-order square):
(2)WL^=γ∧′D∧−1γ∧−1γ∧′D∧−1X.The following result is obtained after calculation:Worklife=0.13∗UniversityManagement+0.12∗Salary+0.16WorkingConditions+0.66P∗Promotion,andDevelopment+0.11∗InterpersonalRelationship.This result illustrates the degree of influence of each factor in worklife. According to the calculation results, the factors of work environment perception fall into three levels of forces: first, high intensity push effect, including promotion and development; second, medium intensity push effect, including working conditions; and third, general push effect, including school management, salary status, and interpersonal relationships.First, promotion and development are the most valued factors for university teachers in their current work. The promotion and development are to some extent the concrete manifestation of self-worth realization, which is the highest level of needs and becomes the goal for teachers to pursue after the lower-level needs are satisfied. After working in a university for a period of time, teachers’ salary, work environment, and other aspects tend to be stable and not easy to produce large changes; so, the lower-level needs have been satisfied, and teachers will start to pursue higher level needs. Promotion and development represent the recognition of their abilities by peers and the management and also the process of gaining respect from others, i.e., the realization of self-worth.Second, university teachers need favorable working conditions to support their daily work. Even being weaker than the influence degree of promotion and development, the degree of influence of working conditions is stronger among all the perceived factors of work environment, which is a medium-intensity push. If universities do not provide favorable working conditions for teachers, it will reduce their job satisfaction. Therefore, the organization should make ongoing efforts to improve the working conditions to guarantee the most basic conditions for teachers’ work so that they can carry out their daily work smoothly.Thirdly, university management (0.13), salary status (0.12), and interpersonal relationship (0.11) are relatively close and weak with respect to their influence degrees. From the perspective of two-factor theory, these three factors belong to health care factors, and the lack of these factors tends to trigger teachers’ dissatisfaction and negative work emotions; if these factors can be improved, they will eliminate teachers’ dissatisfaction and maintain their original work efficiency. University management is the closest contact in teachers’ work and plays a significant supporting role in serving teachers’ daily teaching and research; so, it will pose some impacts on teachers’ job satisfaction. Salary status, which includes teachers’ income, insurance, and benefits, is a lower level and the need easier to satisfy in the hierarchy of needs. After getting employed in a university, teachers’ salary will not fluctuate too much; so, its weighting order is relatively low compared with the previous categories of factors in the perception of the work environment. Interpersonal relationship is a kind of social relationship established by people in production and life, and the dysfunction of the relationship will pose a certain impact on the quality of work and life. Teachers’ daily interpersonal relationships mainly include teacher-teacher relationship, teacher-student relationship, and teacher-leader relationship. Good or bad interpersonal relationships pose a certain impact on teachers’ job satisfaction, which in turn affects their tendency to leave the profession.


### 3.3.2. The External Factors Strengthen University Teacher Flow

After the push factor triggers university teacher flow, the pull force generated by the external environment will come into play and keep strengthening the intention of teachers to leave until they finally leave their original work place. To understand the specific influence of each factor under the perception of external environment, the regression equation of the second-order measurement model in the model is calculated in the same way as above, and the equation of the second-order measurement model in the model is(3)FR=θ1EF+φ1,OR=θ2EF+φ2,CA=θ3EF+φ3,UE=θ4EF+φ4.LetY=FR,OR,CA,UE’, and then equation (3) is expressed in matrix as follows: Y=θ∗EF+φ. The weighted least squares estimate of EF is (where θ^=0.75,0.90,0.82,0.72’, and R^ is a fourth-order square):
(4)EF^=θ∧′R∧−1θ∧−1θ∧′R∧−1YThe following result is obtained after calculation:Externalfactors=0.19∗FamilyResponsibility+0.56∗OrganizationalPrestige+0.28∗ConditionsforTalentAcquisition+0.17∗UrbanLivingEnvironment.This result illustrates the degree of influence of each factor in the perception of external factors. Based on the calculation results, the factors of external fall into three levels of forces: first, high intensity pull effect, including organizational prestige; second, medium-intensity pull effect, including conditions for talent acquisition; and third, general intensity pull effect, including family responsibilities and urban living environment.First, university teachers prefer to work in universities with higher organizational prestige. Organizational prestige (0.56) is the most important component of the pull factor, and Matier’s (1990) study found that the prestige of a university is an important factor for its teachers’ retention. In general, the level of a university and its organizational prestige is directly proportional to each other, and universities at higher levels represent superior development platforms, favorable research environment, etc., which are more conducive to teachers’ future development and self-fulfillment, and this is an important reason for the greatest attraction to university teachers after they have the intention to leave.Second, favorable introduction conditions have a strong auxiliary effect on attracting talents. The influence of the conditions for talent acquisition (0.28) on teachers’ intention to leave is second only to organizational prestige. The conditions for talent acquisition mainly refer to remuneration, settlement fee, housing, etc. On the one hand, the conditions for talent acquisition can meet the basic survival needs of teachers and ensure that their daily life and work needs are met; on the other hand, the conditions for talent acquisition are also a kind of recognition of teachers’ ability, and better treatment to a certain extent means that teachers have higher ability, which also makes teachers’ higher level of respect and self-fulfillment needs to be satisfied.Third, family responsibilities and urban living environment are external factors that cannot be ignored to intensify the tendency of university teachers to leave their jobs. Family responsibilities (0.19) mainly cover children’s education, elderly support, and the consideration for spouse’s workplace. The recruitment of teachers in universities generally requires a doctoral degree or above, and the age of postgraduate study is also in the traditional sense of marriageable age; so, the proportion of married teachers in universities is high. Married teachers accounted for 88.5% of the sample in this survey; so, family responsibilities are also an important factor for university teachers when they consider whether to leave their jobs. The urban living environment (0.17) includes natural environment and economic environment, and these factors will also pose an impact on the tendency of university teachers to leave their jobs. The natural environment is the basic condition on which human life depends. Nationwide, northeastern China do not have advantages both in terms of geographical location and climate conditions, which are some of the reasons why teachers in northeastern China want to leave.


## 3.3.1. Worklife Triggers University Teacher Flow

To get an insight into the specific influence of each factor under work environment perception, in this paper, the weighted least squares estimation method is employed to calculate, and the regression equation of the second-order measurement model in the model is as follows:(1)UM=γ1WL+ε1,FD=γ2WL+ε2,SA=γ3WL+ε3,WC=γ4WL+ε4,FR=γ5WL+ε5.The second-order variable FW is abstracted from the five first-order variables. LetX=UM,FD,SA,WC,FR’, and then equation (1) is expressed in matrix as follows: X=γ∗WL+ε. The weighted least squares estimate of FL is (where γ^=0.72,0.94,0.70,0.77,0.69’, and D^ is a fifth-order square):
(2)WL^=γ∧′D∧−1γ∧−1γ∧′D∧−1X.The following result is obtained after calculation:Worklife=0.13∗UniversityManagement+0.12∗Salary+0.16WorkingConditions+0.66P∗Promotion,andDevelopment+0.11∗InterpersonalRelationship.This result illustrates the degree of influence of each factor in worklife. According to the calculation results, the factors of work environment perception fall into three levels of forces: first, high intensity push effect, including promotion and development; second, medium intensity push effect, including working conditions; and third, general push effect, including school management, salary status, and interpersonal relationships.First, promotion and development are the most valued factors for university teachers in their current work. The promotion and development are to some extent the concrete manifestation of self-worth realization, which is the highest level of needs and becomes the goal for teachers to pursue after the lower-level needs are satisfied. After working in a university for a period of time, teachers’ salary, work environment, and other aspects tend to be stable and not easy to produce large changes; so, the lower-level needs have been satisfied, and teachers will start to pursue higher level needs. Promotion and development represent the recognition of their abilities by peers and the management and also the process of gaining respect from others, i.e., the realization of self-worth.Second, university teachers need favorable working conditions to support their daily work. Even being weaker than the influence degree of promotion and development, the degree of influence of working conditions is stronger among all the perceived factors of work environment, which is a medium-intensity push. If universities do not provide favorable working conditions for teachers, it will reduce their job satisfaction. Therefore, the organization should make ongoing efforts to improve the working conditions to guarantee the most basic conditions for teachers’ work so that they can carry out their daily work smoothly.Thirdly, university management (0.13), salary status (0.12), and interpersonal relationship (0.11) are relatively close and weak with respect to their influence degrees. From the perspective of two-factor theory, these three factors belong to health care factors, and the lack of these factors tends to trigger teachers’ dissatisfaction and negative work emotions; if these factors can be improved, they will eliminate teachers’ dissatisfaction and maintain their original work efficiency. University management is the closest contact in teachers’ work and plays a significant supporting role in serving teachers’ daily teaching and research; so, it will pose some impacts on teachers’ job satisfaction. Salary status, which includes teachers’ income, insurance, and benefits, is a lower level and the need easier to satisfy in the hierarchy of needs. After getting employed in a university, teachers’ salary will not fluctuate too much; so, its weighting order is relatively low compared with the previous categories of factors in the perception of the work environment. Interpersonal relationship is a kind of social relationship established by people in production and life, and the dysfunction of the relationship will pose a certain impact on the quality of work and life. Teachers’ daily interpersonal relationships mainly include teacher-teacher relationship, teacher-student relationship, and teacher-leader relationship. Good or bad interpersonal relationships pose a certain impact on teachers’ job satisfaction, which in turn affects their tendency to leave the profession.


## 3.3.2. The External Factors Strengthen University Teacher Flow

After the push factor triggers university teacher flow, the pull force generated by the external environment will come into play and keep strengthening the intention of teachers to leave until they finally leave their original work place. To understand the specific influence of each factor under the perception of external environment, the regression equation of the second-order measurement model in the model is calculated in the same way as above, and the equation of the second-order measurement model in the model is(3)FR=θ1EF+φ1,OR=θ2EF+φ2,CA=θ3EF+φ3,UE=θ4EF+φ4.LetY=FR,OR,CA,UE’, and then equation (3) is expressed in matrix as follows: Y=θ∗EF+φ. The weighted least squares estimate of EF is (where θ^=0.75,0.90,0.82,0.72’, and R^ is a fourth-order square):
(4)EF^=θ∧′R∧−1θ∧−1θ∧′R∧−1YThe following result is obtained after calculation:Externalfactors=0.19∗FamilyResponsibility+0.56∗OrganizationalPrestige+0.28∗ConditionsforTalentAcquisition+0.17∗UrbanLivingEnvironment.This result illustrates the degree of influence of each factor in the perception of external factors. Based on the calculation results, the factors of external fall into three levels of forces: first, high intensity pull effect, including organizational prestige; second, medium-intensity pull effect, including conditions for talent acquisition; and third, general intensity pull effect, including family responsibilities and urban living environment.First, university teachers prefer to work in universities with higher organizational prestige. Organizational prestige (0.56) is the most important component of the pull factor, and Matier’s (1990) study found that the prestige of a university is an important factor for its teachers’ retention. In general, the level of a university and its organizational prestige is directly proportional to each other, and universities at higher levels represent superior development platforms, favorable research environment, etc., which are more conducive to teachers’ future development and self-fulfillment, and this is an important reason for the greatest attraction to university teachers after they have the intention to leave.Second, favorable introduction conditions have a strong auxiliary effect on attracting talents. The influence of the conditions for talent acquisition (0.28) on teachers’ intention to leave is second only to organizational prestige. The conditions for talent acquisition mainly refer to remuneration, settlement fee, housing, etc. On the one hand, the conditions for talent acquisition can meet the basic survival needs of teachers and ensure that their daily life and work needs are met; on the other hand, the conditions for talent acquisition are also a kind of recognition of teachers’ ability, and better treatment to a certain extent means that teachers have higher ability, which also makes teachers’ higher level of respect and self-fulfillment needs to be satisfied.Third, family responsibilities and urban living environment are external factors that cannot be ignored to intensify the tendency of university teachers to leave their jobs. Family responsibilities (0.19) mainly cover children’s education, elderly support, and the consideration for spouse’s workplace. The recruitment of teachers in universities generally requires a doctoral degree or above, and the age of postgraduate study is also in the traditional sense of marriageable age; so, the proportion of married teachers in universities is high. Married teachers accounted for 88.5% of the sample in this survey; so, family responsibilities are also an important factor for university teachers when they consider whether to leave their jobs. The urban living environment (0.17) includes natural environment and economic environment, and these factors will also pose an impact on the tendency of university teachers to leave their jobs. The natural environment is the basic condition on which human life depends. Nationwide, northeastern China do not have advantages both in terms of geographical location and climate conditions, which are some of the reasons why teachers in northeastern China want to leave.


## 4. Experiments and Analysis

### 4.1. Analysis of Salary and Treatment on the Flow of Teachers in Colleges

The basic information of the sample universities is shown in Table2. Raising teachers’ salaries has always been a policy suggestion that puts forward by many scholars to retain teachers, but in theory, raising salaries is not a panacea. On the one hand, the main body of my country’s higher education is public universities, and there are barriers in the labor market for university teachers; so, it is difficult to accurately reflect the true market value of vicious competition.Table 2
Basic information of sample colleges and universities.
NumberAffiliationCategoryDistributedMinistriesProvinceAgricultureMiscellaneousEngineeringEastCentralWest401129196152398As shown in Figure7, it is a salary chart. In fact, teachers hired by some colleges and universities at “high prices” will also leave after a period of time, which is the so-called revolving door phenomenon. Conversely, some teachers are reluctant to leave their colleges even if they have higher-paying job opportunities outside of their high school. It can be seen that the “attraction” of teachers’ work and the universities themselves is greater than the “temptation” of the outside world to them. The attraction here refers to the matching quality of workers and jobs in labor economics and refers to workers’ job satisfaction in industrial psychology and organizational psychology.Figure 7
Salary chart result.


### 4.2. The Influence of Teacher Mobility on the Ranking of Colleges and Universities

This paper focuses on the changes in the subject rankings of Zhejiang University, Shanghai Jiaotong University, and Tianjin University based on the total amount of introduction. Since 2006, in the ARWU Academic Ranking of World Universities, these three universities have made great progress, and the most improved is the Shanghai Jiaotong University, which rose from 450 in 2006 to 82 in 2020, as shown in Figure8.Figure 8
Changes in the ARWU World University Academic Ranking.In addition, judging from the ranking of the best universities in China, Zhejiang University and Shanghai Jiaotong University have remained unchanged for a long time, and there is stability in the fluctuation of Tianjin University’s ranking, as shown in Figure9.Figure 9
Changes in the ranking in China.


### 4.3. Influence of Teacher Mobility on Subject Rankings of Colleges

There is no obvious consistency between the influx of college teachers and the change of the percentile of the subject ranking. There are not only the influx of college teachers, the disciplines whose ranking percentile rises, but also the positive difference of the flow of college teachers and the percentile ranking falling disciplines. As shown in Figure10, according to the recent three rounds of national subject evaluations, the percentile decline rate of college teachers’ inflow and outflow subjects and the positive difference and negative difference subjects of college teacher flow are all lower than the increase rate. In the ranking of the best subjects in China by soft science, except for the percentage increase rate of the negative difference subject rank of college teachers’ flow that is lower than the decline rate, the rising rate of college teachers’ inflow and outflow subjects and the positive difference subject of college teacher flow are all high: higher than the rate of decline. For the influx of college teachers into universities, the positive effect of the flow of college teachers is not only reflected in the ranking of the best subjects in China but also in the recent three rounds of national subject evaluations. When the inflow of college teachers in a certain discipline is greater than the outflow, its rank percentile is more likely to be improved.Figure 10
Changes in the evaluation and ranking subjects.


## 4.1. Analysis of Salary and Treatment on the Flow of Teachers in Colleges

The basic information of the sample universities is shown in Table2. Raising teachers’ salaries has always been a policy suggestion that puts forward by many scholars to retain teachers, but in theory, raising salaries is not a panacea. On the one hand, the main body of my country’s higher education is public universities, and there are barriers in the labor market for university teachers; so, it is difficult to accurately reflect the true market value of vicious competition.Table 2
Basic information of sample colleges and universities.
NumberAffiliationCategoryDistributedMinistriesProvinceAgricultureMiscellaneousEngineeringEastCentralWest401129196152398As shown in Figure7, it is a salary chart. In fact, teachers hired by some colleges and universities at “high prices” will also leave after a period of time, which is the so-called revolving door phenomenon. Conversely, some teachers are reluctant to leave their colleges even if they have higher-paying job opportunities outside of their high school. It can be seen that the “attraction” of teachers’ work and the universities themselves is greater than the “temptation” of the outside world to them. The attraction here refers to the matching quality of workers and jobs in labor economics and refers to workers’ job satisfaction in industrial psychology and organizational psychology.Figure 7
Salary chart result.


## 4.2. The Influence of Teacher Mobility on the Ranking of Colleges and Universities

This paper focuses on the changes in the subject rankings of Zhejiang University, Shanghai Jiaotong University, and Tianjin University based on the total amount of introduction. Since 2006, in the ARWU Academic Ranking of World Universities, these three universities have made great progress, and the most improved is the Shanghai Jiaotong University, which rose from 450 in 2006 to 82 in 2020, as shown in Figure8.Figure 8
Changes in the ARWU World University Academic Ranking.In addition, judging from the ranking of the best universities in China, Zhejiang University and Shanghai Jiaotong University have remained unchanged for a long time, and there is stability in the fluctuation of Tianjin University’s ranking, as shown in Figure9.Figure 9
Changes in the ranking in China.


## 4.3. Influence of Teacher Mobility on Subject Rankings of Colleges

There is no obvious consistency between the influx of college teachers and the change of the percentile of the subject ranking. There are not only the influx of college teachers, the disciplines whose ranking percentile rises, but also the positive difference of the flow of college teachers and the percentile ranking falling disciplines. As shown in Figure10, according to the recent three rounds of national subject evaluations, the percentile decline rate of college teachers’ inflow and outflow subjects and the positive difference and negative difference subjects of college teacher flow are all lower than the increase rate. In the ranking of the best subjects in China by soft science, except for the percentage increase rate of the negative difference subject rank of college teachers’ flow that is lower than the decline rate, the rising rate of college teachers’ inflow and outflow subjects and the positive difference subject of college teacher flow are all high: higher than the rate of decline. For the influx of college teachers into universities, the positive effect of the flow of college teachers is not only reflected in the ranking of the best subjects in China but also in the recent three rounds of national subject evaluations. When the inflow of college teachers in a certain discipline is greater than the outflow, its rank percentile is more likely to be improved.Figure 10
Changes in the evaluation and ranking subjects.


## 5. Conclusion

The nature of the development of the academic system determines that the academic labor force must exchange academic labor. In this process, teachers can realize the appreciation of academic capital and promote academic exchanges and innovation. For college teachers, the smoother the flow channel, the higher the turnover rate, and the more it can improve the creativity and activity within the academic system. In the wave of double-first-class construction of college teachers, the flow of teachers is becoming more and more frequent, but the phenomenon of flow disorder is also constantly occurring, and the vicious competition of talent flow is intensifying. How to guide the rational and orderly flow of teachers has become an urgent problem to be solved in the current academic labor market question.This paper constructs a dynamic model of college teachers’ mobility from the perspective of artificial intelligence [22, 23] and discusses the different effects on teachers’ mobility willingness under the combination of different strengths of force. For colleges and universities, clarifying the driving forces of teacher mobility can not only promote the construction of college teachers but also timely discover and avoid blind spots and mistakes in the management of teacher mobility. Especially for schools with serious talent loss, clarifying the driving force of college teachers’ mobility is conducive to effectively mobilizing college teachers’ work enthusiasm, improving teachers’ sense of belonging to the organization and their job satisfaction, and avoiding the dominance of the teaching staff. It can provide suggestions and strategies for improving teachers’ mobility policy for colleges and improve the vitality and competitiveness of colleges and universities. At the same time, for the entire academic labor market, it will help to improve the market order, promote the normalization and rationalization of teachers’ flow, and promote the prosperity of the entire academic community. Although the AI-based model yields effective results but there are issues pertinent to high cost of delivery and also simulation of technology addiction, hence the scope of future research work lies in mitigating these issues and development of cost effective systems.



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*Source: 3951659-2022-09-07.xml*