Abstract
This study investigates the role of HRM practices designed to promote employee well-being and reduce turnover intention in Saudi Arabia. Unlike other HRM practices bundles, such as high-involvement practices, well-being-oriented HRM policies prioritize employee well-being over organizations' interests (Guest, 2017). While the "black box" phenomenon within the HRM-performance debate has been extensively explored (Paauwe, 2009; Van De Voorde et al., 2012; Peccei & Van De Voorde, 2019), employee well-being has not received sufficient attention from HRM researchers. It is often narrowly examined by focusing only on a single component of well-being (i.e., satisfaction). This study seeks to address this gap in the literature by examining the mediating role of three components of employee well-being (psychological, social, and physical) between HRM practices and turnover intentions. An explanatory sequential mixed-methods design was used to gain richer insights by integrating quantitative findings with in-depth semi-structured interviews. Therefore, this study will significantly contribute to the HRM literature, as it is among the few studies that employ a mixed-methods design within the HRM-Well-being-Performance debate.