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Intention to leave as an outcome of exposure to workplace bullying is well documented in previous studies, yet, research on explanatory conditions for such an association is lacking.

The present study investigates the relationship between injustice perceptions, exposure to bullying behaviors and turnover intention, employing a moderated mediation analysis based on a reanalysis and extension of data gathered among a sample of Norwegian bus drivers (N = 1, 024).

As hypothesized, injustice perceptions were indirectly related to intention to leave via workplace bullying, however, only under conditions of higher perceived injustice levels.

The results underscore the importance of preventing workplace bullying and of maintaining ample levels of justice at work, where employees are treated with fairness and respect.

The study adds important knowledge to the bullying literature by focusing on the role of mechanisms and moderators in bullying situations, investigating how the combination of workplace bullying and injustice perceptions is reflected in employees' intention to leave the organization.

Drawing on the resource-based view, the purpose of this paper is to examine the extent to which the level of the organization’s human resource management (HRM) practices, perceived financial resources and organizational size predict the existence of a well-developed ethical infrastructure against workplace bullying.

The human resource (HR) managers or the main health and safety representatives (HSRs) in 216 Norwegian municipalities responded to an electronic survey, representing some 50 percent of the municipalities.

The level of high-quality HRM practice predicted the existence of an ethical infrastructure against workplace bullying, particularly informal systems represented by a strong conflict management climate. Perceived financial resources did not predict the existence of such ethical infrastructure. Organizational size predicted the existence of policies and having training against bullying.

This study informs practitioners about organizational resources associated with organization having a well-developed ethical infrastructure against workplace bullying. A high level of high-quality HRM practices seems to be more important for the existence of a well-developed ethical infrastructure against workplace bullying compared to financial resources and organizational size, at least as perceived by HR managers and HSRs.

This study provides empirical evidence for the importance of having a high level of high-quality HRM practices as predictors of the existence of ethical infrastructure to tackle workplace bullying. An essential finding is that the existence of such an infrastructure is not dependent on distal resources, such as organizational size and perceived financial resources.