Personnel Review

Article	Citations
The role of human resource management in alternative work arrangements: review and way forward	81
What do we know and what should we research about employer brand? A bibliometric analysis	79
The antecedents of career change intention in middle-level managers: the role of job and career satisfaction	79
Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts	77
An interpersonal perspective to study workplace favoritism and employees’ motivation to hold multiple jobs	73
Linking leader-member exchange ambivalence and presenteeism: the roles of organization-based self-esteem and supervisor’s organizational embodiment	69
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	54
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge	51
Facilitating working mothers’ transition back to work: a training approach to enhancing psychological resources	51
Mentoring global talent: an integrative review	45
Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis	41
Reconceptualizing HR change agency: introducing a framework and propositions for future research	40
Unravelling the knowledge matrix: exploring knowledge-sharing behaviours on market-based platforms using regression tree analysis	39
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition	37
The role of employee personality in employee satisfaction and turnover: insights from online employee reviews	35
Unpleasant experiences about idiosyncratic deals: exploring the effects of i-deal hassles on employee performance	34
Physician heal thyself: physician bullying, work outcomes and the role of psychological safety	33
Themed editorial: Job crafting – relevance to human resource management	33
Paradise is also an isolated Island: why work flow experience reduce social exchange	32
Work from home and shifting perceptions of career prospects among employees with children: the role of work- and family-related contexts	30
A social control perspective on authoritarian leadership and voice: power-related contingencies and the status mechanism	30
Employability as a compass for career success: a time-lagged study on the mediating role of job performance	30
Why do universities use voluntary redundancy schemes? Human resource management in marketised higher education institutions	30
Contextual challenges in HR analytics adoption: an open systems perspective from HR managers in a developing country	29
Algorithmic management and gig worker well-being: unpacking the roles of job autonomy, precarity and union instrumentality	29

The bright side of supervisors’ strengths use: dynamic relations with work-related flow, team trust and performance	29
Role of crafting behaviors in work-life balance: development of a theoretical framework in the context of working from home	28
Combining work and vacation: workation as an attractive work arrangement	27
Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model	27
Employee idiosyncratic deals (i-deals) and organizational justice: the role of individual job performance and coworkers’ i-deals	26
Exploring the nexus of high-performance work systems and ethical leadership on employee attitudes and behaviours: case study evidence from healthcare	26
Phenomenon-driven contextual research and context-driven phenomenon research: advancing impactful HRM scholarship	26
From passion to exhaustion: why engaged employees need autonomy to survive emotional labor	25
Gain or loss? The double-edged sword effect of digital human resource management on employee innovative performance	25
Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics	24
Disentangling the elements of PsyCap as drivers for work, organization and social engagement in knowledge-intensive work	24
Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after training	24
Technology-driven interventions in personnel selection: a case study on building effective research-practice bridges	24
Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations	22
Organizational learning amidst a crisis: lessons from the biopharmaceutical sector during COVID-19	22
Shaping subordinate's adaptive performance-impact of supervisor's empowering leadership: a moderated mediation effect	22
Is voice part of my job? Understanding the effects of employee-supervisor proactive personality (in)congruence on voice role conceptualization and voice	22
How does job crafting enhance newcomer organizational socialization? The effects of coworker exchange and prosocial motivation	22
A challenge to the contemporary notion of high-performance work systems? The case of Sri Lankan tea plantations	22
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	22
More than a tool: how generative artificial intelligence shapes employees' work goal progress through resource gains and losses	21
The impact of robotics awareness on workers’ protective job preservation and voice: the moderating role of age	21
Human resource management practices in corporate restructuring: a review and agenda for future research	20
I am too stressed to speak up! Does financial stress impact employee voice?	19
The role of technology, calculative and collaborative HRM and social trust in driving human resource analytics in European firms	19
Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspective	19
Workplace violence in extreme settings: the case of aged care workers and the role of anti-violence HRM and trust of managers on intention to leave	19
Remote working and heavy work investment across employee fulfillment-crafting profiles	18
Better or worse? A dual-path model linking electronic performance monitoring to leadership effectiveness	18
Fostering public sector employees’ citizen-oriented boundary-spanning behaviors through human resource flexibility and employee perceptions of normative public values	18
Humanized algorithms matter! From enabling social exchange factors to building affective trust mechanism for facilitating gig workers’ task performance	17
Boosting or backfiring? Unveiling the benefits and risks of individual pay for performance with interactional justice as the moderator	17
Are wrongdoers with high hierarchy more likely to be subjected to negative gossip? An attributional perspective	17
Health services in Australia and the impact of antiquated rostering practices on medical scientists: a case for HR analytics and evidenced-based human resource management	17
Impact of Islamic work ethic on employee ethical behavior: the serial mediation of moral identity and felt obligation	16
Exploring the careers of women with disabilities: a systematic review and implications for human resource management	16
Perceived value of external job mobility: development and validation of job mobility mindset	16
Addressing turnover intentions among medical radiation practitioners: the influence of wellbeing-focused HRM and individual resilience	16
Developing human resource analytics capability architecture in organizations	16
Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment	15
Limits of ethical leadership and the role of ethics-oriented HRM system in managing Machiavellians	15
The guardians of the ladder: how meritocratic decisions are influenced by human resource and line managers	15
Tit for tat? Linking congruence in receiving and providing coworker feedback to affective trust	15
Neuroscience tools at work: approaches to use across the employee lifecycle and future research agenda	15
When families overload careers: the critical role of family-interferes-with-work and boundary management	15
The nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement	14
Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats	14
Measuring learning agility: a review and critique of learning agility measures	14
Negotiating temporal tensions and power: the time problem in qualified immigrant work integration in Canada	14
Exploring the nexus of leader dominance and prestige, trust and employee counterproductive work behaviors	14

Is employer collection of diversity data attractive to potential job seekers? Ethnicity and sex differences and a UK–Sweden comparison	13
“It is all about me” – an investigation of interns’ workplace commitment	13
A systematic literature review on artificial intelligence in recruiting and selection: a matter of ethics	12
A comprehensive meta-analysis of the impact of intervention programmes on psychological capital development: post-intervention and longer-term effects	12
The implications of telework for employee obesity	12
The role of family support on the effects of paramedic role overload on resilience, intention to leave and promotive voice	12
Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use	12
Employee and customer loyalty: two targets, one endeavor?	12
How do employees interact in routine change? High-involvement work practices at Tencent	12
Home-based telework and job stress: the mediation effect of work extension	12
The link between supervisor support, servicing efficacy and job satisfaction among frontline hotel employees: an investigation in Turkey	12
Uncovering the training paradox: nonlinear and context-dependent effects of training on frontline performance in a public service organization	11
Bespoke benefits: how idiosyncratic deals shape employee engagement and performance	11
Can we bank on it? Aligning human capital and climate finance within the workplace	11
Relational leadership and development opportunities: enhancing nurses’ employability in Dutch elderly care	11
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	11
Managing team interdependence to address the Great Resignation	11
Labor market institutions and employee self-reported mental health	11
Behind the screen: exploring the job resources and demands of digital content creation	11
HRM reactions to crisis situations: a latent class analysis approach	11
Your flexible work arrangements impacts my task performance: an attributional perspective	10
Human resource management, absorptive capacity and reverse knowledge transfer	10
Filling the void: the underlying processes of CEO post-retirement role identity reformation	10
How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management	10
Success factors for effective workplace bullying interventions: a scoping review	10
Mental health and expatriate psychological adjustment post-COVID: towards a new framework	10
From sludge to nudge: rethinking HRM as a choice architect in the face of social change	9
Trust networks, compassionate helping and employee performance	9
The role of deferred action in demystifying the “black box” of human resource management during economic crises	9
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	9
Skilled migrant hiring and selection: organisations’ challenges in embracing diversity in recruitment	9
Green human resource management and workplace cheating: a counterintuitive study	9
Mutual gains through sustainable employability investments: integrating HRM practices for organisational competitiveness	9
Why pushing your employees too hard can be dangerous? Negative implications of performance pressure for workplace safety behaviors	9
The trickle-down effect of strengths use support: examining the linkage between “support from superiors” and “support for subordinates”	9
Strong state, weak union, direct enforcement: labor governance under state corporatism and populist authoritarianism in China	9
Fighting fear: the buffering of well-being-HRM on the effects of nurses’ fear of COVID-19 on job stress and patient care	9
Decoding job embeddedness: a meta-analysis on consequences and unveiling moderating forces	9
Mitigating quiet quitting in remote work: the role of tailored HR practices, supervisor support and psychological capital	9
Retraction notice: Linking conservation of resource perspective to personal growth initiative and intention to leave: role of mediating variables	8
Could you give me some advice? How and when leader consultation sparks employee proactivity	8
Management, HRM and a multi-level phenomenon: the impact of job demands and job resources on medical radiation practitioners	8
Does toxic leadership influence employees’ defensive and aggressive reactions: threat as a mediating mechanism	8
Does platform leadership foster subordinates’ innovative behavior? A multilevel moderated mediation analysis	8
Free to have imbalance? Freelancers’ work–life balance and the moderating role of three key work facets	8
More than an intervention: the far-reaching impacts of a participatory work redesign project in aged care	8
How hard can it be? A qualitative study following an HRT implementation in a global industrial corporate group	8
Inside out and upside down? Perceptions of temporary employment histories in the time of COVID	8
Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study	8
Leadership, work-life balance and employee well-being in Dubai's service industries: implications for HRM	8
Competitive strategy delivery in the service sector: a study of the behavioural model	8
Can patient gratitude compensate for depletion from family-to-work conflict in nurses? An experience sampling study	7
Psychological capital and work–home enrichment: job crafting as a mediator	7
Flourishing-at-work and turnover intentions: does trust in management moderate the relationship?	7
Have HR strategic partners left the building? The (new) role of HR professionals from a social-symbolic perspective	7
Does benevolent leadership always spark creative behavior? The interaction between benevolent leadership and managerial openness	7
Seeking fit: employee proactive regulation of task-environment fit under location autonomy	7
Does workplace ostracism negatively affect family life during a pandemic?	7
Public service motivation and public employees' turnover intention: the role of job satisfaction and career growth opportunity	7
Publisher’s Note	7
Why do idiosyncratic deals engage employees? Investigating their role in addressing employment concerns	6
Cyborging HRM theory: from evolution to revolution – the challenges and trajectories of AI for the future role of HRM	6
Quiet quitting: a new wine in an old bottle?	6
The art of staying in touch – exploring daily feedback interactions between a leader and a subordinate in remote work	6
All eyes on the bottom line: a goal-shielding perspective of team bottom-line mentality and team creative service performance	6
What if my supervisor is a brown-noser? An attributional perspective investigating when and how subordinat	6
Experience layoffs, work engagement and the buffering effect of POS: a psychological contract perspective	6
Impact of internal corporate social responsibility: a parallel mediation analysis	6
Decoding employee experiences during pandemic through online employee reviews: insights to organizations	6
Is managers' generalized trust decreasing? A generational analysis of managers and non-managers using European Social Survey data, 2002–2022	6
Age-inclusive HR practices and older workers' voice behavior: the role of job crafting toward strengths and negative age-based metastereotypes	6
Sharing in the gig economy: from equitable work relations to exploitative HRM	6
How artificial intelligence (AI) usage affects employees' workplace well-being: a job demands-resources perspective	6
Understanding the role of meaningfulness of work: a moderated-mediation model of bullying during work from home	6
Boundary conditions on the dark side of high-performance work systems: leader-member exchange as a job resource	6
Working for Whom? Understanding the effect of perceived overqualification on entrepreneurial outcomes	6
Guest editorial: Re-emphasising human resources in management: Where have we come from and where are we going?	6
Under the weight of nepotism: unraveling the emotional and psychological strain in the banking industry	6
Relational digital leadership for creative performance: does remote work intensity matter?	6
The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations	6

How identity leaders foster team innovation: a multilevel investigation	5
Helping as an opportunity and risk: an alternative side to gratitude in co-worker dyads	5
Ethical and organizational dynamics of non-standard work in public administration: challenges and opportunities in the digital era	5
Blind scouting: using artificial intelligence to alleviate bias in selection	5
Beyond fit and misfit: age-differentiated effects of work value congruence on engagement and turnover	5
Human resources practices and engagement of disability care front-line support workers	5
Is it time to rethink benefit packages? Perks associated with the intention to leave in different age groups during COVID-19	5
Beyond the office: an examination of remote work, social and job features on individual satisfaction and engagement	5
Mindfulness and psychological capital: examining the role of intention from the person perspective in a multi-week mindfulness training program	5
Family-supportive supervisor behaviours and family cohesion: the roles of job crafting and passion for work	5
Beyond performance and potential in talent management: exploring the impact of mobility on talent designation	5
How does AI-enabled HR analytics influence employee resilience: job crafting as a mediator and HRM system strength as a moderator	5
Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias	5
AMO model for neuro-inclusive remote workplace	5
To be adaptive or not? Investigating when and how illegitimate tasks promote versus inhibit employee adaptive performance	5
Justice at work: the roles of discretionary power and leadership in driving organizational citizenship	5
Revisiting workaholism: examining the pathways of psychological meaningfulness and needs satisfaction in yielding adaptive outcomes	5
Does voluntarism work for the workplace inclusion of individuals with disabilities in a country with limited equality structures?	5
The silent shift: exploring the phenomenon of quiet quitting in modern workplaces	5
How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distance	5
Work interrupted at home: examining the influence of supportive teleworking practices on work–family conflict	5
Defender, Disturber or Driver? The ideal-typical professional identities of HR practitioners	5
Career identity and organizational identification among professionals with on-demand work	4
Listening to internal voices: unveiling healthcare employee satisfaction through big data analysis of online feedback	4
Boss, you’re making me lose my way! How and when paradoxical leadership hurts employees’ work goal progress	4
How do work-family practices influence employee work-family conflict? Moderations of commitment-based HRM and human capital	4
How are frontline managers supported in the performance management process?	4
Psychological capital accumulation and depletion during organisational change: consequences for employee well-being	4
A mixed-methods approach for the relationship between organizational attributes, reputation, employer brand and intention to apply for a job vacancy	4
Work autonomy and exit-voice choice: the role of skill utilization, learning from colleagues and future time orientation	4
Emotional culture of joy and happiness at work as a facet of wellbeing: a mediation of psychological safety and relational attachment	4
Guest editorial: Work from anywhere: implications for employees and organizations	4
Daily team communication, manager role clarity and experienced autonomy in distributed teams	4
Engaging the age-diverse workforce: the interplay between personal and contextual resources	4
The flexibility paradox: co-creating flexible work arrangements amid socio-cultural, structural and equity tensions	4
All's well that begins just: organizational justice as precursor of trust in AI-enabled HRM	4
Workplace ostracism: a qualitative enquiry	4
Managerial supplication and counterproductive work behavior: Do sadness, political skill and emotional intelligence matter?	4
A systematic mixed studies review of decent work literature: implications for research and policy	4
Addendum: Green human resource management and workplace cheating: a counterintuitive study	4
A loose hat on the organization’s head: cyberloafing among knowledge workers embedded in non-knowledge-intensive organizations	4
Does motivation matter? How leader behaviors influence employee vigor at work	4
Does too much or too little task conflict hurt service performance? A multilevel curvilinear model	4
Talent philosophies and institutional factors as determinants of talent management in SMEs: a French country-specific empirical investigation	3
Not your average candidate: overqualified job applicants in the eyes of hiring practitioners	3
How does employee–AI collaboration influence employee job performance? A multilevel analysis of cognitive flexibility and empowerment climate	3
In pursuit of impact: how HRM research drives meaningful changes in policies and practices	3
Exploitative leadership and counterproductive work behavior: a discrete emotions approach	3
Exploring Islamic work ethic in the workplace: a systematic literature review	3
Leader–employee perfectionism (in)congruence and role clarity: a role theory approach to employee workplace well-being	3
Linking leader-member exchange and work–nonwork balance: the mediating role of thriving at work and the moderating role of gender	3
The relationship between self-leadership and employee engagement in Lebanon and the UAE: the moderating role of perceived organizational support	3
Invisible at work, but visible at home: the indirect effect of ostracism on mental health and the buffering-role of human–animal interactions	3
Tailoring smart working for neurodivergent employees: a study on ADHD, procrastination and flexible productivity strategies	3
Organizational AI investment and its ripple effects: an investigation of job insecurity, coworker conflict and work–family conflict	3
High-performance work systems in public service units: examining the social capital and ambidexterity as mediating process	3
Green human resource management and employee innovative behaviour: does inclusive leadership play a role?	3
Normative telecommuting: the effects of group composition and task interdependence on telecommuter and non-telecommuter performance	3
Using HR Analytics to predict employee turnover in tech startups: an evidence-based HRM approach	3
Digitisation and automation in training and development: a meta-review of new opportunities and challenges	3
Megatrends affecting the world of work: Implications for human resource management	3
Intrinsic and extrinsic reward synergies for innovative work behavior among South African knowledge workers	3
Does workplace incivility spur deviant behaviors: roles of interpersonal conflict and organizational climate	3
In the eye of the beholder: the role of self-perceived status in the relationship between high-performance work systems and affective commitment	3
Extending the research frontiers of employee mental health through contextualisation: China as an example with implications for human resource management research and practice	3
Who’s watching you? The role of social context in shaping employees’ reactions to electronic performance monitoring	3