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This study aims to broaden the understanding of the mechanisms through which workplace bullying might affect employees’ intention to leave the organisation, as well as the mediating role of burnout in the relationship between workplace bullying and turnover intention.

The sample included 884 employees from different Portuguese organisations operating in the tertiary sector and industry. This study uses structural equation modelling to evaluate the hypothesised model.

The results suggest that workplace bullying causes high levels of burnout in victims and increases their turnover intentions. The results further suggest that burnout fully mediates the effect of workplace bullying on turnover intentions.

Organisations should work to reduce these problems in workplace environments, focusing on HRM models that prevent the precursors of workplace bullying, particularly those associated with low determination of HR practices and the emphasis on employee participation. Implementing workplace ethical guidelines as part of an annual action plan can contribute to cultivating organisational cultures that reject any form of devaluation of human worth within the organisation.

There is little knowledge on the mediating role of burnout in the relationship between workplace bullying and turnover intention. This study answers the call for further empirical research from those who have argued that more information is needed and contributes to the growing debate on this topic and its effects on Portuguese employees. This study seeks to fill these gaps by developing a model of workplace bullying and its consequences and exploring burnout’s potential mediating role.

This study aims to investigate the connection between workplace bullying and job burnout while also examining how employee voice moderates this relationship.

The study's sample comprises 303 employees employed in the automobile sector of Pakistan. Statistical analysis was conducted using tools such as SPSS, AMOS, and the PROCESS macro. Methods like CFA and regression were utilized to assess the study hypotheses.

Based on Conservation of Resource (COR) Theory, this study unveiled a positive effect of workplace bullying on employees' job burnout. Moreover, it found that employee voice moderates the association between workplace bullying and job burnout.

The study confirmed that workplace bullying leads to increased job burnout. Furthermore, when top management considers employee voice, it reduces the impact of workplace bullying on job burnout. Therefore, it is recommended that management in automobile organizations can promote a culture that encourages employee voice to effectively lessen the effects of workplace bullying on job burnout.

Firstly, this research pioneers the examination of workplace bullying's impact on job burnout among employees in the automobile sector. Secondly, it enhances our understanding of how employee voice affects the indirect influence of workplace bullying on job burnout. Thirdly, within an international context, this study pioneers the examination of how employee voice influences the association between workplace bullying and job burnout. Finally, this study is motivated by the increasing concern that workplace bullying leads to negative workplace experiences, adversely affecting employee well-being, and ultimately resulting in devastating long-term effects on organizations.