<![CDATA[Nurse turnover remains a critical workforce challenge, yet predictors of nurses' turnover intention are typically examined as isolated factors rather than as components of an integrated human resource management (HRM) system. This narrative review synthesizes conceptual and empirical evidence on how HRM practices influence nurses' turnover intention and proposes a conceptual framework for nursing management. A theory-informed narrative review was conducted on peer-reviewed studies retrieved from Scopus, PubMed, and Web of Science Core Collection (January 2015 to October 2025), combining nursing workforce terms, HRM-related practices, and turnover-related outcomes. Sources were screened for relevance to HRM practices, turnover or retention outcomes, and conceptual or empirical contribution; 76 sources were retained for thematic synthesis, comprising 68 empirical and review studies and 8 foundational theoretical works identified through citation chaining. The review identifies three interrelated pathways through which HRM practices shape turnover intention: a workload–resource pathway, in which staffing adequacy, workload, and practice environment drive burnout and withdrawal cognition; a support–attachment pathway, in which nurse manager support, trust, and psychological safety strengthen commitment; and a growth–sustainability pathway, in which professional development, recognition, fair rewards, and work–life balance sustain motivation and career commitment. Integrating job demands–resources theory, social exchange theory, psychological contract theory, and the ability–motivation–opportunity framework, the review departs from variable-centred turnover models by reframing fragmented predictors as a bundled HRM retention system. The proposed framework guides healthcare leaders in designing supportive, fair, and sustainable work systems to reduce turnover intention and improve workforce stability, particularly in resource-constrained healthcare settings. ]]>
