Unveiling HRM dynamics through PLS model
The moderating roles of self-efficacy and organizational commitment in work engagement and talent turnover intention
Bibliographic Data
| ID | 22204451 |
|---|---|
| Authors | Md Abul Mohaimen (0009-0004-8410-9931, University of Asia Pacific), Imroz Mahmud (0000-0001-7830-9911, University of Asia Pacific), Md Sharif Hassan (0000-0001-8418-7578, Taylor's University), Mohammad Bin Amin (0000-0002-9184-4828, University of Debrecen, corresponding author), Subrata K Roy (0000-0003-2847-1288, City University) |
| Year | 2025 |
| Volume | 11 |
| Pages | 101327 |
| Publication date | 2025-01-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Social Sciences & Humanities Open (JOURNAL) |
| Journal identifiers | ISSN: 2590-2911 • E-ISSN: 2590-2911 |
| Publisher | Elsevier BV (PUBLISHER) |
| DOI | 10.1016/j.ssaho.2025.101327 |
| OpenAlex | W4407364637 |
| Language | EN |
| Citations received | 1 |
| References cited | 45 |
This study investigates the relationship between human resource management (HRM) practices and talent turnover intention (TTI) with a sample from the Bangladeshi top-rated local and multinational companies operating in Bangladesh with the influences of pay satisfaction, empowerment, and participation on TTI. It also examines work engagement (WE) as a mediator and self-efficacy (SE) and organizational commitment (OC) as moderating variables. The data was collected through a structured survey with respondents assigned 400 employees from local and multinational companies. Partial Least Squares Structural Equation Modeling was employed to analyze the data and test the hypotheses. The findings show that HRM practices are significantly related to work engagement, reducing turnover intention. The results indicate that perceptions of HRM practices significantly enhance work engagement, significantly impacting turnover intention. However, while self-efficacy does not significantly moderate the work engagement-turnover intention relationship, organizational commitment exhibits a notable moderating effect, underscoring its importance in employee retention strategies. The paper informs employee turnover literature by providing empirical evidence of how HRM practices affect employees' intention to stay. In contrast, the paper contributes to the human resource management literature by focusing on employee turnover as a major consequence of psychological variables used in this study. Retaining good people is one of organizations' greatest challenges, as the cost of losing employees is high. This study offers a more sophisticated perspective on the higher-order nexus between HRM practices, work engagement, and turnover intention that can help inform future sound HR strategies
Business · Knowledge management · Organizational commitment · Structural equation modeling · Turnover intention · Work engagement · Computer Science · Cyberloafing and Workplace Behavior · Engineering · Job Satisfaction and Organizational Behavior · Organizational and Employee Performance · Psychology · Social Psychology
Antecedents and consequences of employee engagement
Self-efficacy and work-related performance
A three-component conceptualization of organizational commitment
A new criterion for assessing discriminant validity in variance-based structural equation modeling
Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models
When to use and how to report the results of PLS-SEM
Evaluating Structural Equation Models with Unobservable Variables and Measurement Error
Common Method Bias in PLS-SEM
Partial least squares structural equation modeling (PLS-SEM)
Common Method Bias
Employees’ turnover intention and behavioral outcomes
Organizational Commitment, Work Engagement, Person–Supervisor Fit, and Turnover Intention
Job demands, job resources, and their relationship with burnout and engagement
Workforce engagement
The measurement and antecedents of affective, continuance and normative commitment to the organization
The moderator–mediator variable distinction in social psychological research
High-Performance Work Practices and Turnover Intention
| Citations per year | 1 |
|---|---|
| Citation span | 2026 - 2026 (1) |
| Highly cited | No |