HR, Workplace Bullying, and Turnover Intention: The role of Work Engagement

Journal of Environmental Treatment Techniques

2020, Volume 8, Issue 1, Pages: 23-27

J. Environ. Treat. Tech.

ISSN: 2309-1185

Journal weblink: http://www.jett.dormaj.com

HR, Workplace Bullying, and Turnover Intention:

The role of Work Engagement

Gadi Dung Paul *, Daisy Mui Hung Kee

School of Management, Universiti Sains Malaysia, 11800 Penang, Malaysia; Email: dunggadi@student.usm.my

School of Management, Universiti Sains Malaysia, 11800 Penang, Malaysia; Email: daisy@usm.my

Received: 29/06/2019

Accepted: 24/09/2019

Published: 20/02/2020

Abstract

The turnover among academicians is established in Nigeria by Nigeria Institute of Management, citing turnover rates in tertiary

institutions ranging from 11% to 18.3%. Therefore, this paper provides a review of HRM, workplace bullying and turnover intention. It

is argued that both HRM and workplace bullying are two important conditions that affect employee’s turnover intention. Drawing on

social exchange theory, this paper suggests that there is a significant relationship between HRM, workplace bullying and turnover

intention. The study used 45 research papers such as (EBSCOhost, Emerald, JSTOR, PsycINFO, SAGE Premier, ScienceDirect, Scopus,

SpringerLink, Springer Protocols, and Taylor & Francis) to unearth out appropriate data for the study. The researchers extracted articles

that are as relevant as possible. The research conducted from April to September 2018 and supported by peer-reviewed research papers

published in English. This paper proposes work engagement could be a potential mediator between HRM and turnover intention. In

addition, this paper also proposes if work engagement mediates the relationship between workplace bullying and turnover intention. This

paper conceptualizes HRM into five main dimensions, namely career development, performance appraisal, training and development,

reward and recognition and recruitment and selection. Suggestions and implications for future study on HRM, workplace bullying, and

turnover intention are also suggested

Keywords: Workplace bullying; HRM; work engagement; turnover intention.

(

perceived organizational support and perceived supervisor

Introduction

support), organizational commitment, satisfaction and variables

such as demographics (23, 24). Therefore, the Nigeria

Educational strategy (2018) emphasizes the importance of

exercising effective HRM retention strategies. Therefore,

constant evaluations of talent management practices should

occur, due to the perpetual transformation of working

environments and changing market landscapes confronted by

industries.

Excessive employee turnover has been recognized as a

plague in the academic profession for a long time and it

persists judging by the numerous research studies on employee

turnover among academicians over several decades which is

still carried out today. Substantial academic staff turnover rates

were witnessed in tertiary institutions in Nigeria. The turnover

among academicians is also established in Nigeria by Nigeria

Institute of Management, citing turnover rates in tertiary

institutions ranging from 11% to 18.3% (27, 28).

Fuqua, Hellman, and Worley (2009) stated that, in a social

exchange relationship, employees are likely to reciprocate by

increasing their investment in the organization via greater

emotional attachment. However, on the basis of the social

exchange theory, we predict that HRM practices reflect

different exchange relationships and can result in differential

patterns of turnover intention. Social exchange theory is

used in establishing the research framework which later leads

to empirical testing of the interrelationships among the main

constructs under investigation. We suggest that employees may

reciprocate or return the favor rendered by employers who

well-treat them by staying with the organization. The

Employee turnover is a common issue in developing

countries, especially higher institutions. Employee turnover

intention acts as an alternative to actual employee turnover.

One of the challenging issues faced by the universities in

Africa today is how to manage the changing employee-

employer relationship (18).

Turnover has been a center of concern for human resources

management (HRM) specialists for a long time, and retaining

of their top talent has been and continues to remain their

priority (18, 19). The past decades have been the most

threatening period for the universities in Nigeria in retaining

their employees (15). Retention of university lecturers in

Nigeria is

a great challenge. The National University

Commission (NUC) (2015) and the Ministry of Higher

Education (MHE) (2013) warned that in two decades, the

shortage of qualified lecturers will double. Therefore, retention

of competent and qualified lecturers is crucial in universities

success and ranking. This has added pressure on the

policymakers to come up with serious HRM interventions to

retain their Lecturers and ensure the delivery of high-quality

research and teaching (5, 7). In Nigeria, the universities depend

greatly on part-time, contract and visiting lecturers. However,

previous research that studied factors motivating turnover

intention revealed several key variables such as workplace

bullying, HRM practices, work engagement, perceived support

Corresponding author: Gadi Dung Paul, School of

Management, Universiti Sains Malaysia, 11800 Penang,

Malaysia; Email: dunggadi@student.usm.my.

Journal of Environmental Treatment Techniques

2020, Volume 8, Issue 1, Pages: 23-27

exchanged favors are indicators of investment in the

relationship and mutual support (6). Eisenberger et al. (1997)

suggested that social exchange takes place when employees

receive a good deal of support from their organization, they

tend to pay their organization back with their behaviors at

work.

Kooij, and Jong (2013) similarly ascertained an important

relationship between training practices at the unit level and

work engagement at the worker level. Also, in a longitudinal

study, Schaufeli, Bakker, and Rhenen (2009) examined the

influence of job resources, comprising of training and

development, on work engagement. They discovered that over

time when controlling for initial levels, work engagement

increased when training resources increased. They argue that

job resources foster work engagement through a motivational

process where fulfillment of autonomy- and competence needs

to create motivation for reaching one's goals. Kuvaas, Dysvik,

and Buch (2014) also argues that HRM inducements may

promote positive attitudes that improve work performance and

motivation. From these studies, the following can be expected:

.1 Turnover Intention

Employee turnover is an endemic issue in the higher

education sector in Africa (Ma et al, 2016). Employee turnover

intention acts as an alternate for actual employee turnover. One

of the challenging issues faced by the universities today is how

to manage the changing employment relationship. According

to Tandung (2016), turnover intention explains the relative

strength of an individual’s purpose or intent toward voluntary

permanent withdrawal from an organization. It is basically a

motive or purpose that drives an employee to quit from his or

her current workplace. Saeed and Rizwan (2014) explain

turnover of an employee as the rotation of workers between the

condition of employment and unemployment, jobs and

occupations around the labor market and firms.

According to Akhtar, Ghufran, and Fatima (2017), turnover

is the ratio of the total number of employees who quits an

organization at a particular time period with the average

number of employees staying in that organization at the same

time. It is a behavior which describes the process of leaving or

replacing employees in an organization. Turnover intention is

associated with elements of an employee which is; the thought

or feeling to quit the job, the intention to find for another job

and intention of quitting the job (12, 13). In most cases,

turnover intention can happen either voluntarily where the

employee willingly decides to leave the company or

involuntarily, replacing an employee for a job position, mostly

without the prior willingness of the employee (29, 30).

According to Terez (2000), there are several costs will incur in

the view of high turnover, namely, training cost, replacement

cost, vacancy cost, and separation cost. Employee turnover is

also costly as it incorporates with different cost such as

recruitment cost, the cost that needs to be covered during the

time when there is a vacancy, the cost of training new

employees, etc. Finally, various factors that lead to turnover

intention such as employee's attitude, workplace bullying, job

satisfaction, commitment, management, compensation offered

and their own evaluation and judgment regarding decisions

1.3 Workplace Bullying

Though there are many definitions of workplace bullying

by different authors, most definitions do share a periodic

theme.

Saunders,

Huynh,

and

Goodman-delahunty

(2007) classified these definitions into four basic conditions:

(1) the negative consequence of the behavior on the recipient,

(2) the occurrence and (3) continuance of the behavior, and (4)

the power inequity resulting from the behavior. Workplace

bullying is defined as repeated manners directed at one or more

employees that cause embarrassment, violation, and suffering,

and that may affect job accomplishment such that the negative

actions could steer to

a hostile working environment.

Furthermore, the bullying behavior ought to place victims in an

inferior standpoint where defending themselves turn out to be

difficult. However, such conduct includes bullying, public

humiliation, intimidation, unpleasant name-calling, demeaning

of one’s opinion, social exclusion, and annoying physical

contact (1, 9).

However, a good number of researchers concur on the

universal definition mentioned above; nevertheless, the

definition as to the occurrence and duration of the negative

behavior has been generally debated. Many scholars argue that

the negative behavior must take place on a regular basis, for

instance weekly or monthly and beyond a given period of time

for example the preceding six to twelve months. More so, most

of the researchers subscribed in a more open-ended method

where the incident of the bullying behavior can happen at any

time in an employee’s career. However, another researcher

suggested that workplace bullying can be viewed in a manner

that a single case of the negative behavior can qualify as

bullying established on its gravity and the employee’s ability to

manage with it (9). Equally Staale Einarsen, Hoel, and

Notelaers (2009b) defined Workplace bullying as “stressing,

offending, harassing, publicly excluding the employee or

negatively affecting an employee’s job tasks. Sequentially for

the label bullying to be valid to a specific occupation,

interaction, it has to occur frequently and repeatedly (weekly)

and over a period of time (about six months). Bullying is an

increased threat in the course of which the employee threatened

ends up in an inferior position and turn out to be the target of

regular negative social doings” (9).

(

11).

.2 Human Resource Management Practices

HRM is a section of the organizational functions that

support to the effectiveness of an organization’s performance

and give an organization a competitive advantage through the

implementation of its practices. HRM practices are recognized

individually by personnel, and can, in turn, influence the

employees’ attitudes and behaviors (e.g. turnover intention).

Bakker and Demerouti (2008) supported the need for

organizations to rank resources for HRM practices in demand

to increase workers' work engagement. Conceivably a positive

outcome occurs “because workers who have resources that ease

their job tasks are more appropriate to invest energy and

individual resources in their work roles”. HRM practices have

revealed the influence of work engagement in a number of

studies. Salanova et al. (2005) collected data from service

workers and customers when examining the association

between performance, organizational resources and work

engagement. Three classifications of organizational resources

were used, consist of organizational training. Their results

confirm that when workers perceive the accessibility of

organizational resources they experienced more engaged. Bal,

According

to Gupta,

Bakhshi,

and

Einarsen

(2017), workplace bullying has been classified into two

distinctive categories: related health issues and related job

consequences. Related Health issues, consequences include

pressure, nervousness, low self-esteem, post-traumatic-

pressure-disorders (PTPD), and several other psychological

and psychometric health illnesses. A research of 437 workers

from multiple organizations in Sweden, by Giorgi, Arenas, &

Leon-Perez (2011) examined the relationship between

workplace bullying and health consequences of employees and

witnesses of bullying.

Journal of Environmental Treatment Techniques

2020, Volume 8, Issue 1, Pages: 23-27

The findings revealed that exposure to workplace bullying

was highly correlated to unhappiness, unease, and negative

affectivity among employees of bullying, and unease among

tasks, they are more successful when dealing with customer

requests and problems, which results in high-quality

performance. Furthermore, Bakker and Bal (2010) tested a

model of job resources, engagement, and performance amongst

54 teachers, and found that daily levels of work engagement, as

reported in diaries, were predictive of classroom

performance. Li, Sanders, and Frenkel (2012) argued that

engagement leads to high levels of energy, mental resilience

and willingness to invest effort into challenging tasks, leading

to higher job performance. Moreover, Salanova, Agut, and

Peiro (2005) linked engagement to performance, mediated by

the service climate, among hotel and restaurant employees. A

more recent meta-study also supports these findings. Work

engagement was found relating to performance, explained by

positive employees possessing the drive for succeeding with

tasks. Therefore, a positive correlation between employee

performance and work engagement is assumed. Empirical

studies have found work engagement to be related to several

individuals and organizational outcomes, such as job

employees

who

witnessed

the

bullying

actions.

Likewise, Silva, Aquino, Cardoso, and Pinto (2012) carry out

an assessment research to examine levels of psychiatric stress

and symptoms of post-traumatic-pressure-disorders (PTPD) in

bullied workers. Results revealed that bullied workers testified

predominantly higher-pressure levels and more PTPD signs

compared to the other individuals.

Related job consequences of workplace bullying, on the

other part, consist of absenteeism, job dissatisfaction,

organizational commitment, turnover intention, and actual

turnover (25, 26). Charilaos et al. (2015) investigated the

relationship between workplace bullying and turnover

intention among 335 high school teachers in Australia and

discovered a positive relationship between the two. Demir and

Rodwell (2012) examined a sample of 207 hospital nurses to

identify the experiences and outcomes of workplace bullying in

Australian. However bullied nurses testified higher

psychological suffering and lower organizational commitment

than their counterparts out of the three consequences studied

such as psychological suffering, job satisfaction, and

organizational commitment. Though many consequences of

workplace bullying have been researched, they generally focus

on job attitudes and related health consequences.

satisfaction,

organizational

commitment, absenteeism,

turnover, organizational and employee performance. As

previously stated, the expectancy theory assumes that if an

employee is to be productive they must experience motivation.

Work engagement is frequently defined as an encouraging,

fulfilling, work-related state of mind that is described by

dedication, vigor, and absorption. As suggested in its meaning,

engagement denotes three separate proportions. Its first aspect,

vigor, can be described as high degrees of energy and

endurances workers may exhibit on the job. The second aspect,

dedication, is branded by workers who are highly involved in

their job and feel recognized for his contribution, passion, and

challenge. The third characteristic of engagement, absorption,

can be expressed as circumstances of being totally engaged in

one’s work, whereby time elapses quickly and one has trouble

detaching oneself from the job. It is understood that engaged

workers are able to surpass those who are less engaged, mostly

because of the (1) craft their own career and personal resources

(2) understanding positive feelings (3) and are often

emotionally and physically better (22).

Scholars and practitioners in many fields, including

psychology, business, organization development, human

resource development, and management have paid

considerable attention to employee work engagement because

organizations desire engaged employees who are energetic,

dedicated, and absorbed in their work. Employee work

engagement makes a positive contribution to the fundamental

line of any business and is echoed in the services they provide

to customers and clients (16, 17, 20, 21). We present our

research model in Figure 1

.4 Work Engagement

We propose work engagement as a potential mediator

between HRM practices and turnover intention and also

propose work engagement as a prospective mediator between

workplace bullying and turnover intention. However, a few of

previous studies have demonstrated that employee work

engagement has a significant and positive effect on employee

turnover intention (10) With a great deal of attention being

focused on the work engagement domain, many researchers

have agreed that work engagement is a strong factor affecting

employees turnover intention. Moreover, empirical studies

have offered sufficient proof to confirm the effect of work

engagement on organizational outcomes, such as job

fulfillment,

organizational

dedication,

organizational

citizenship performance, and turnover intention (2, 8, 10).

Employee engagement is associated with employee’s

viewpoints, intentions, and activities (Ram & Prabhakar,

011). Employee engagement has a significant influence on

organizational consequences, worker productivity, and

simplicity of recruitment and worker retention. Lockwood

(

2007) affirms “In a global survey of the work engagement

levels of 50,000 workers in 27 countries, examine by the

Corporate Leadership Council highlights the relationship of

engagement to business achievement and its direct influence on

turnover retention” (p. 9). Furthermore, Shuck and Wollard

HRM practices

(

2010) also presume the similar thing that “It is positively true

that the more engaged workers are also more liable to remain

with an organization”. Nevertheless, research that examines the

level to which employee engagement in their job might impact

retention.

Turnover

Work Engagement

Intention

Work engagement has also been argued to positively relate

to employee retention. As explained by Christian, Garza, and

Slaughter (2011 p. 120) “engaged workers to experience a high

degree of connectivity with their work responsibilities, they

strive toward job related goals that are interlinked with their

task definitions and scripts, leading to high levels of task

performance”. Karatepe (2013) found work engagement to

have positive effects on hotel employees’ job performance and

extra-role behavior. He explains this by arguing that when

engaged employees are more vigilant and concentrated on their

Workplace

Figure 1: Research Model

Journal of Environmental Treatment Techniques

2020, Volume 8, Issue 1, Pages: 23-27

emotional violence and their real sense of feeling maltreated.

Employees who had concerns about emotional violence at the

workplace were more likely to experience emotional violence

at work when they perceived their establishment’s response to

their distresses as ineffective or imaginary compared to when

they perceived their establishment’s response to their distresses

as effective and existing.

Problem Statement

HRM practices, workplace bullying, and turnover intention

is a prevalent issue in African universities today. Employee

turnover intention acts as a proxy for actual employee turnover.

One of the challenging issues faced by the universities today is

how to manage the changing employment relationship. Work

engagement mediates the relationship between HRM practices,

workplace bullying, and turnover intention. Is the perception of

organizations and employers about HRM and workplace

bullying, consistent with turnover intention?

Even more interesting are the findings of Karatepe

(

2013) who tested work engagement as a mediator of the

consequences of High-Performance Work Practices on job

accomplishment and extra-role customer service. He found

work engagement to fully mediate these relationships. He also

argued that work engagement plays a mediating role between

High-Performance Work Practices and performance outcomes

in that beneficial HRM practices induce feelings of reciprocity,

carried out through increased engagement, resulting in job

performance. This justifies the social exchange theory in which

employees receiving economic and social-emotional resources

from the organization (e.g., training) feel obligated to

reciprocate through work engagement, total commitment,

improved performance, and a decrease in intention to quit.

The perception that employees who perceive low levels of

organizational support are expected to be different from

employees who perceive high levels of organizational support

Research Questions

We aim to answer the research questions as follows:

3.1. Does HRM have a negative relationship with

turnover intention?

3.2. Does workplace bullying have

positive

relationship with turnover intention?

.3. Does work engagement mediate the relationship

between HRM and turnover intention?

.4. Does work engagement mediate the relationship

between workplace bullying and turnover intention?

Conclusion

The researchers try to emphasize the need for managers

and decision makers know the importance of HRM practices in

the workplace and the negative impact of bullying that might

have a psychological effect on employee’s behavior’s which

can double the operating cost for the organization. The research

also tries to find out if bullying behaviors reduce employee

performance and productivity that arising from mental and

physical distress, which eventually cause financial losses. The

Research also provides an insight into the need for managers to

find a better way of handling, managing, and protecting

bullying behavior within the organization. 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.

Purpose of the Study

The well-being of academicians is of central concern to the

universities. In this paper, we observe the turnover intention

among academicians. We begin by examining the relationship

between HRM practices and turnover intention. Next, we

examined the correlation between workplace bullying and

turnover intention. Finally, to achieve the aim of this study, we

intend to examine if work engagement mediates (i) the

relationship between HRM practices and turnover intention;

and (ii) workplace bullying and turnover intention.

Materials and Methods

This study is a review of the literature on HRM, workplace

bullying, and turnover intention. We then discuss the literature

review to understand if work engagement is a potential

mediator in the above relationship. The current study analysed

past studies on HRM, workplace bullying, work engagement,

perceived and turnover intention to establish a distinctive

phenomenon. This present study used 45 research papers such

as (EBSCOhost, Emerald, JSTOR, PsycINFO, SAGE Premier,

ScienceDirect, Scopus, SpringerLink, Springer Protocols, and

Taylor & Francis) to unearth out appropriate data for the study.

The researchers extracted articles that are as relevant as

possible. The research conducted from April to September

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