Aim:The aim of this study was to examine how high-performance work practices affect engagement and workplace bullying, two different aspects of employee wellbeing. Furthermore, the study sought to examine the potential mediating role of organizational identification in these relationships.Method:A two-wave survey study (n = 213) was conducted among psychologists in Finland.Results:The results showed that high-performance work practices (HPWPs) were positively associated with engagement and negatively associated with the risk of workplace bullying. Moreover, organizational identification acted as mediator of the HPWPs-engagement relationship, though alongside the significant indirect effect via organizational identification there was also a significant direct effect of HPWPs on engagement.Discussion:The study adds knowledge to ongoing debates on whether HPWPs support or undermine employee wellbeing. In particular, it extends our understanding of the association between HPWPs and relationship wellbeing, a topic that has so far received scant attention. Furthermore, the study advances our understanding of explanatory mechanisms in the HPWPs-engagement relationship and points to the importance of organizational identification for explaining why HPWPs lead to higher engagement.