Strategic human resource management bundles and turnover intention in the nonprofit sector
The mediating role of psychological capital
Bibliographic Data
| ID | 21626562 |
|---|---|
| Authors | Anas Mahmoud Salem Abukhalifa (0000-0002-7777-2725, Universiti Malaysia Terengganu, corresponding author), Nurul Liyana Mohd Kamil (0000-0002-2965-5073, University of Malaya) |
| Year | 2026 |
| Volume | 45 |
| Issue | 6 |
| Publication date | 2026-03-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Current Psychology (JOURNAL) |
| Journal identifiers | ISSN: 1046-1310 • E-ISSN: 1936-4733 |
| Publisher | Springer Science and Business Media LLC (PUBLISHER) |
| DOI | 10.1007/s12144-026-09167-6 |
| OpenAlex | W7131796232 |
| Language | EN |
| References cited | 62 |
This study investigates the longitudinal relationships between ability-enhancing, motivation-enhancing, and opportunity-enhancing strategic human resource management (SHRM) bundles and employees’ turnover intention, with psychological capital conceptualised as a mediating mechanism. The research is theoretically anchored in the Conservation of Resources theory. Data were collected across two waves, separated by a six-month interval, from 270 paid employees nested within 30 nonprofit organisations, and analysed using a multilevel modelling approach via hierarchical linear modelling. The findings indicate that ability-, motivation-, and opportunity-enhancing bundles are positively related to employees’ psychological capital and negatively associated with turnover intention. Psychological capital was found to partially mediate the relationship between SHRM bundles and turnover intention. Notably, among the three bundles, the opportunity-enhancing bundle exhibited the strongest association with the development of psychological capital, whereas the motivation-enhancing bundle demonstrated the strongest relationship with turnover intention. Given the paucity of research examining the interrelationships among SHRM bundles, psychological capital, and turnover intention within nonprofit organisations and Eastern contexts, this study addresses important theoretical, methodological, and empirical gaps in the strategic human resource management, positive psychology, and nonprofit management literature
Human capital · Human resource management · Multilevel model · Positive psychological capital · Strategic human resource planning · Turnover · Turnover intention · Human Resource and Talent Management · Job Satisfaction and Organizational Behavior · Organizational Leadership and Management Strategies
Causes of employee turnover
Modes of Theorizing in Strategic Human Resource Management
Understanding and estimating the power to detect cross-level interaction effects in multilevel modeling.
The Work Design Questionnaire (WDQ)
Sufficient Sample Sizes for Multilevel Modeling
Sources of Method Bias in Social Science Research and Recommendations on How to Control It
Answers to 20 Questions About Interrater Reliability and Interrater Agreement
Positive Psychological Capital
Last in, first out? Length of service as a moderator of the relationship between exposure to bullying behaviors and work-related outcomes
The relation between psychological capital and depression
Psychological capital and mental health
Conservation of Resources in the Organizational Context
A Comprehensive Meta-Analyses of the Nomological Network of Psychological Capital (PsyCap)
The Role of Nonprofit–Private Collaboration for Nonprofits’ Organizational Resilience
Conceptualizing, Measuring, and Theorizing the Third Sector
The mediating role of psychological capital in the supportive organizational climate—employee performance relationship
Human resource management systems and work attitudes
Work Engagement and Turnover Intention in the Palestinian Nonprofit Sector
| Highly cited | No |
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