HRM Practices, Workplace Bullying and Turnover Intention: The Roles of Employee Engagement and Perceived Support

Abstract

This study investigated the relationships between human resource management (HRM) practices, workplace bullying, work engagement, perceived organizational and supervisor support, and turnover intention among academic staff in Nigeria’s top 10 public universities. Grounded in the Job Demands-Resources (JD-R) model and Social Exchange Theory, the research examined both the direct and indirect pathways affecting turnover intention. Data were collected using purposive sampling from full-time, part-time, contract, and visiting lecturers via structured questionnaires, with a final sample size of 126 respondents determined through G*Power analysis. Structural Equation Modelling (SEM) using Smart PLS (v4.1.3) revealed that workplace bullying significantly increased turnover intention and negatively influenced work engagement. HRM practices did not have a significant direct effect on engagement but had an indirect effect through engagement on turnover intention. Work engagement emerged as a significant mediator in the relationships between HRM practices, workplace bullying, and turnover intention. Furthermore, perceived supervisor support significantly moderated the relationship between work engagement and turnover intention, while perceived organizational support did not. The study concludes that while HRM practices alone may not directly boost engagement, their indirect influence through engagement is valuable for reducing turnover intention. Conversely, workplace bullying remains a strong risk factor for disengagement and staff attrition. Theoretically, the study advances the JD-R model by incorporating workplace stressors and support mechanisms. Practically, it emphasizes the need for targeted HR interventions, antibullying policies, and supportive supervisory relationships to enhance academic staff retention in the Nigerian public university system.