HRM Practices, Workplace Bullying, and Turnover Intention: The Mediating role of Employee Engagement
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Abstract
Employees are an organization’s main source of growth and success. It is important for an organization to establish and keep long-term relationships with their high performing employees (Gadi & Kee, 2018). Hence, it is necessary for organizations to identify the employees’ turnover intention (Mete & Sökmen, 2016; Abid & Butt, 2017).This article provides a review of HRM practices, workplace bullying and turnover intention. It is argued that both HRM practices and workplace bullying are two important conditions that influence employee’s turnover intention (Razzaghian & Ghani, 2014; Son, 2014). Drawing on social exchange theory, this article suggests that there is a significant relationship between HRM, workplace bullying and turnover intention. Therefore, this article proposes employee engagement could be a potential mediator between HRM practices, workplace bullying, and turnover intention. Suggestions and implications for future study on HRM, workplace bullying, and turnover intention are also suggested. Finally, the motive of the researchers in determining these models and relating them to the researchers’ intent is to provide a general view of what the management needs to know and expect and what are the various avenues available for future consideration to address the acute issues pertaining to workplace bullying, HRM practices, and turnover intention.
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References
Abid, G., & Butt, T. H. (2017). Expressed turnover intention: Alternate method for knowing turnover intention and eradicating common method bias. International Letters of Social and Humanistic Sciences, 78, 18–26.
Gadi, P. D., & Kee, D. H. M. (2018). Human Resource Management Practices and Turnover Intention : the Mediating Role of Perceived Organizational Support in Tertiary Institutions in Nigeria. International Journal of Engineering & Technology, 7, 715–722.
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Razzaghian, M., & Ghani, U. (2014). Effect of Workplace Bullying on Turnover Intention of Faculty Members: A Case of Private Sector Universities of Khyber Pakhtunkhwa, Pakistan. Business & Economic Review, 6(1), 40–51.
Son, S. Y. (2014). The Effects of Perceived Organizational Support and Abusive Supervision on Employee ’ s Turnover Intention : The Mediating Roles of Psychological Contract and Emotional Exhaustion. International Journal of Economics and Management Engineering, 8(4), 1081–1087.