How job-level HRM effectiveness influences employee intent to turnover and workarounds in hospitals

The present study examines the multilevel relationship between job-level HRM effectiveness, employee intent to turnover, and employee mindfulness behaviors (measured as workarounds) in a hospital system. Integrating the resource-based view of the firm and conservation of resources theories, we hypothesize that job-level HRM effectiveness negatively relates to employee turnover intentions, which mediates the negative relationship between job-level HRM effectiveness and employee workarounds. Using multilevel modeling on data collected from employees working across six locations within a hospital system, we confirm the hypothesized relationships. Strategically aligned and integrated HRM systems designed to enhance or inhibit mindful employee behaviors will do so through the intervening mechanism of employee turnover intentions. The article discusses practical implications, future research directions, and limitations of the study.