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.
HRM Practices, Workplace Bullying, and Turnover Intention: The Mediating role of Employee Engagement
