ISSN: 2226-3624
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High-performance work practices (HPWPs), as a crucial tool in strategic human resource management, play a pivotal role in shaping employee turnover intention. This study employs a systematic literature review to examine the mechanisms through which HPWPs influence turnover intention and their applicability across diverse contexts. The findings reveal that HPWPs significantly reduce turnover intention by enhancing employee capabilities, motivation, and participation opportunities, as well as by signaling organizational support. These effects are mediated by factors such as job satisfaction, psychological empowerment, and organizational commitment. However, variations in cultural, industrial, and practice design contexts can lead to differing outcomes, with HPWPs in certain cases potentially increasing workload and stress. Integrating social exchange theory, the theory of planned behavior, and the job demands-resources (JD-R) model, this study elucidates the dynamic and multi-level effects of HPWPs. It provides practical insights for optimizing employee retention strategies while highlighting the need for further research on the long-term effects, cross-cultural adaptability, and multi-level mechanisms of HPWPs.
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