Personnel Review

Article	Citations
Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis	81
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge	63
What do we know and what should we research about employer brand? A bibliometric analysis	47
Can HRM predict mental health crises? Using HR analytics to unpack the link between employment and suicidal thoughts and behaviors	46
The antecedents of career change intention in middle-level managers: the role of job and career satisfaction	46
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	44
Reconceptualizing HR change agency: introducing a framework and propositions for future research	43
Mentoring global talent: an integrative review	40
An interpersonal perspective to study workplace favoritism and employees’ motivation to hold multiple jobs	40
Effects of trust in organizations and trait mindfulness on optimism and perceived stress of flight attendants during the COVID-19 pandemic	40
Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts	39
How and when does humble leadership enhance newcomer well-being	39
Does intraorganizational competition prompt or hinder performance? The risks for proactive employees who hide knowledge	37
Why do universities use voluntary redundancy schemes? Human resource management in marketised higher education institutions	36
Unpleasant experiences about idiosyncratic deals: exploring the effects of i-deal hassles on employee performance	36
Unravelling the knowledge matrix: exploring knowledge-sharing behaviours on market-based platforms using regression tree analysis	34
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition	34
Decent work among rural-urban migrant workers in China: evidence and challenges	33
The role of employee personality in employee satisfaction and turnover: insights from online employee reviews	33
Themed editorial: Job crafting – relevance to human resource management	32
How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety	32
Employee idiosyncratic deals (i-deals) and organizational justice: the role of individual job performance and coworkers’ i-deals	31
Combining work and vacation: workation as an attractive work arrangement	31
Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after training	30
Serving for thriving: a moderated mediation analysis of the relationship between servant leadership and thriving at work	29

Relative deprivation, perceived status conflict and innovative behavior of outsourced employees: multiple moderating effects of dual organizational support	26
How does job crafting enhance newcomer organizational socialization? The effects of coworker exchange and prosocial motivation	25
Disentangling the elements of PsyCap as drivers for work, organization and social engagement in knowledge-intensive work	25
Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations	24
Employability as a compass for career success: a time-lagged study on the mediating role of job performance	24
Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics	24
The bright side of supervisors’ strengths use: dynamic relations with work-related flow, team trust and performance	24
Exploring the nexus of high-performance work systems and ethical leadership on employee attitudes and behaviours: case study evidence from healthcare	22
Organizational learning amidst a crisis: lessons from the biopharmaceutical sector during COVID-19	22
Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model	22
Remote working and heavy work investment across employee fulfillment-crafting profiles	22
Human resource management practices in corporate restructuring: a review and agenda for future research	22
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	21
Humanized algorithms matter! From enabling social exchange factors to building affective trust mechanism for facilitating gig workers’ task performance	20
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	20
Job crafting, meaningfulness and affective commitment by gig workers towards crowdsourcing platforms	20
The quality of working life from a person-centred perspective: linking job crafting, work environment types and work engagement	20
Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspective	20
Why employee engagement matters? Evidences from Delhi Metro Rail Corporation in India	19
Impact of Islamic work ethic on employee ethical behavior: the serial mediation of moral identity and felt obligation	19
Fostering public sector employees’ citizen-oriented boundary-spanning behaviors through human resource flexibility and employee perceptions of normative public values	19
How does the power dynamics in the information technology outsourcing supply chain influence supplier's talent retention: a multiple case study	19
Exploring the careers of women with disabilities: a systematic review and implications for human resource management	19
Are wrongdoers with high hierarchy more likely to be subjected to negative gossip? An attributional perspective	19
Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment	19
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	19
Developing human resource analytics capability architecture in organizations	19
When families overload careers: the critical role of family-interferes-with-work and boundary management	18
Measuring learning agility: a review and critique of learning agility measures	18
Neuroscience tools at work: approaches to use across the employee lifecycle and future research agenda	18
Female workers' career success in the handicraft industry: a study of Uttarakhand, India	18
The guardians of the ladder: how meritocratic decisions are influenced by human resource and line managers	17
Exploring layers of context-related work-from-home demands during COVID-19	17
Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats	17
Sustainable HRM and class-based inequality	17
Limits of ethical leadership and the role of ethics-oriented HRM system in managing Machiavellians	17
The nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement	17
Home-based telework and job stress: the mediation effect of work extension	16
“It is all about me” – an investigation of interns’ workplace commitment	16
Is employer collection of diversity data attractive to potential job seekers? Ethnicity and sex differences and a UK–Sweden comparison	16
A comprehensive meta-analysis of the impact of intervention programmes on psychological capital development: post-intervention and longer-term effects	16
The implications of telework for employee obesity	16
Understanding flexibility i-deals: integrating performance motivation in the context of Colombia	16
The link between supervisor support, servicing efficacy and job satisfaction among frontline hotel employees: an investigation in Turkey	16
How do employees interact in routine change? High-involvement work practices at Tencent	16
Employee and customer loyalty: two targets, one endeavor?	16
The role of family support on the effects of paramedic role overload on resilience, intention to leave and promotive voice	15
Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use	15
A systematic literature review on artificial intelligence in recruiting and selection: a matter of ethics	15
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	15

Managing team interdependence to address the Great Resignation	14
HRM reactions to crisis situations: a latent class analysis approach	14
Skilled migrant hiring and selection: organisations’ challenges in embracing diversity in recruitment	14
Human resource management, absorptive capacity and reverse knowledge transfer	14
Bespoke benefits: how idiosyncratic deals shape employee engagement and performance	14
How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management	14
Labor market institutions and employee self-reported mental health	14
Neurodiversity and remote work in times of crisis: lessons for HR	14
Fighting fear: the buffering of well-being-HRM on the effects of nurses’ fear of COVID-19 on job stress and patient care	14
Editorial: The experience of work and experiential workers: mainline and critical perspectives on employee experience	13
Trust networks, compassionate helping and employee performance	13
Mutual gains through sustainable employability investments: integrating HRM practices for organisational competitiveness	13
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	13
Decoding job embeddedness: a meta-analysis on consequences and unveiling moderating forces	13
Green human resource management and workplace cheating: a counterintuitive study	13
Ingratiating with bosses for favourable performance ratings: a serial mediation mechanism	13
Mental health and expatriate psychological adjustment post-COVID: towards a new framework	13
Filling the void: the underlying processes of CEO post-retirement role identity reformation	13
Your flexible work arrangements impacts my task performance: an attributional perspective	13
The trickle-down effect of strengths use support: examining the linkage between “support from superiors” and “support for subordinates”	12
Inside out and upside down? Perceptions of temporary employment histories in the time of COVID	12
Does platform leadership foster subordinates’ innovative behavior? A multilevel moderated mediation analysis	12
Retraction notice: Linking conservation of resource perspective to personal growth initiative and intention to leave: role of mediating variables	12
Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study	12
How difficulties in upward voice lead to lateral voice: a case study of a Chinese hospital	12
More than an intervention: the far-reaching impacts of a participatory work redesign project in aged care	12
Overcoming organizational politics with tenacity and passion for work: benefits for helping behaviors	12
Could you give me some advice? How and when leader consultation sparks employee proactivity	11
How hard can it be? A qualitative study following an HRT implementation in a global industrial corporate group	11
Human capital disclosure and the contingency view	11
Emotional exhaustion, emotional intelligence and task performance of employees in educational institutions during COVID 19 global pandemic: a moderated-mediation model	11
Does workplace ostracism negatively affect family life during a pandemic?	11
Does toxic leadership influence employees’ defensive and aggressive reactions: threat as a mediating mechanism	11
Psychological capital and work–home enrichment: job crafting as a mediator	11
Can patient gratitude compensate for depletion from family-to-work conflict in nurses? An experience sampling study	11
Public service motivation and public employees' turnover intention: the role of job satisfaction and career growth opportunity	11
Seeking fit: employee proactive regulation of task-environment fit under location autonomy	11
Free to have imbalance? Freelancers’ work–life balance and the moderating role of three key work facets	11
Does benevolent leadership always spark creative behavior? The interaction between benevolent leadership and managerial openness	11
Competitive strategy delivery in the service sector: a study of the behavioural model	11
Flourishing-at-work and turnover intentions: does trust in management moderate the relationship?	11
Boundary conditions on the dark side of high-performance work systems: leader-member exchange as a job resource	10
Editorial	10
Experience layoffs, work engagement and the buffering effect of POS: a psychological contract perspective	10
Have HR strategic partners left the building? The (new) role of HR professionals from a social-symbolic perspective	10
Cyborging HRM theory: from evolution to revolution – the challenges and trajectories of AI for the future role of HRM	9
The silent shift: exploring the phenomenon of quiet quitting in modern workplaces	9
Authoritarian and benevolent leadership: the role of follower homophily, power distance orientation and employability	9
A cross-industry comparison of how women leaders experience gender bias	9
Decoding employee experiences during pandemic through online employee reviews: insights to organizations	9
Impact of internal corporate social responsibility: a parallel mediation analysis	9
Why do idiosyncratic deals engage employees? Investigating their role in addressing employment concerns	9
Guest editorial: Re-emphasising human resources in management: Where have we come from and where are we going?	9
Innovative work behaviour: the what, where, who, how and when	9
Quiet quitting: a new wine in an old bottle?	9
Working for Whom? Understanding the effect of perceived overqualification on entrepreneurial outcomes	9
Publisher’s Note	9
High-involvement work practices, employee trust and engagement: the mediating role of perceived organisational politics	8
The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations	8
Mentoring and coping self-efficacy as predictors of affective occupational commitment for women in STEM	8
How does AI-enabled HR analytics influence employee resilience: job crafting as a mediator and HRM system strength as a moderator	8
Does social distancing make the heart grow fonder? The impact of work spouse interaction frequency on organizational outcomes	8
A balanced perspective on the affordance of a gamified HRM system for employees' creative performance	8
Understanding the role of meaningfulness of work: a moderated-mediation model of bullying during work from home	8
Sharing in the gig economy: from equitable work relations to exploitative HRM	8
Relational digital leadership for creative performance: does remote work intensity matter?	8
Cultivating organizational attraction: a resource view on psychological contracts of career development among interns	8
Is managers' generalized trust decreasing? A generational analysis of managers and non-managers using European Social Survey data, 2002–2022	8
Age-inclusive HR practices and older workers' voice behavior: the role of job crafting toward strengths and negative age-based metastereotypes	8
The art of staying in touch – exploring daily feedback interactions between a leader and a subordinate in remote work	8
To be adaptive or not? Investigating when and how illegitimate tasks promote versus inhibit employee adaptive performance	7
Family-supportive supervisor behaviours and family cohesion: the roles of job crafting and passion for work	7
Helping as an opportunity and risk: an alternative side to gratitude in co-worker dyads	7
Retention and turnover of staff undertaking degree studies: insights and evidence from South Africa	7
Is it time to rethink benefit packages? Perks associated with the intention to leave in different age groups during COVID-19	7
Mindfulness and psychological capital: examining the role of intention from the person perspective in a multi-week mindfulness training program	7
Ethical and organizational dynamics of non-standard work in public administration: challenges and opportunities in the digital era	7
Scan it, buy it, pay it – customers' psychological contracts as partial employees in retail	7
Managerial supplication and counterproductive work behavior: Do sadness, political skill and emotional intelligence matter?	6
Impact of workplace safety on well-being: the mediating role of thriving at work	6

Work interrupted at home: examining the influence of supportive teleworking practices on work–family conflict	6
Human resources practices and engagement of disability care front-line support workers	6
Beyond performance and potential in talent management: exploring the impact of mobility on talent designation	6
Engaging the age-diverse workforce: the interplay between personal and contextual resources	6
A mixed-methods approach for the relationship between organizational attributes, reputation, employer brand and intention to apply for a job vacancy	6
How are frontline managers supported in the performance management process?	6
Full of energy – The relationship between supervisor developmental feedback and task performance: a conservation of resources perspective	6
Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias	6
How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distance	6
Blind scouting: using artificial intelligence to alleviate bias in selection	6
Editor-in-Chief Note: Farewell	6
Does motivation matter? How leader behaviors influence employee vigor at work	6
Work autonomy and exit-voice choice: the role of skill utilization, learning from colleagues and future time orientation	6
Defender, Disturber or Driver? The ideal-typical professional identities of HR practitioners	6
AMO model for neuro-inclusive remote workplace	6
Does voluntarism work for the workplace inclusion of individuals with disabilities in a country with limited equality structures?	6
Time for life? The spillover effect of strain-based family-to-work conflict on early retirement intentions and the role of HR practice flexibility	6
A loose hat on the organization’s head: cyberloafing among knowledge workers embedded in non-knowledge-intensive organizations	6
Career identity and organizational identification among professionals with on-demand work	5
How do work-family practices influence employee work-family conflict? Moderations of commitment-based HRM and human capital	5
Does too much or too little task conflict hurt service performance? A multilevel curvilinear model	5
Individual agency and structure perceptions in intentions to withdrawal from work early/late in the mid-and late-career	5
Composing the same song: when and how high-performance work systems can stimulate proactive behavior	5
Guest editorial: Work from anywhere: implications for employees and organizations	5
Workplace ostracism: a qualitative enquiry	5
Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India	5
“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences	5
Positive deviance at work: a systematic review and directions for future research	5
Linking leader-member exchange and work–nonwork balance: the mediating role of thriving at work and the moderating role of gender	5
Insider perspectives on director remuneration governance deliberations	5
Emotional culture of joy and happiness at work as a facet of wellbeing: a mediation of psychological safety and relational attachment	5
Megatrends affecting the world of work: Implications for human resource management	5
Catching emotions: the moderating role of emotional contagion between leader-member exchange, psychological capital and employee well-being	5
What sort of collective bargaining is emerging in Nigeria?	5
Not your average candidate: overqualified job applicants in the eyes of hiring practitioners	4
In the eye of the beholder: the role of self-perceived status in the relationship between high-performance work systems and affective commitment	4
Intrinsic and extrinsic reward synergies for innovative work behavior among South African knowledge workers	4
Job attitudes and career behaviors relating to employees' perceived incorporation of artificial intelligence in the workplace: a career self-management perspective	4
Who’s watching you? The role of social context in shaping employees’ reactions to electronic performance monitoring	4
Green human resource management and employee innovative behaviour: does inclusive leadership play a role?	4
How human resource managers can prevent perceived pandemic threats from escalating into diminished change-oriented voluntarism	4
Invisible at work, but visible at home: the indirect effect of ostracism on mental health and the buffering-role of human–animal interactions	4
Talent philosophies and institutional factors as determinants of talent management in SMEs: a French country-specific empirical investigation	4
Extending the research frontiers of employee mental health through contextualisation: China as an example with implications for human resource management research and practice	4
How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload	4
An institutional view on the relationship between high-performance work system and organizational performance: the role of country of origin	4
The relationship between self-leadership and employee engagement in Lebanon and the UAE: the moderating role of perceived organizational support	4
Creatures of a lesser god! Gender-based differences in HR attributions mediated by person-job fit: a poly-contextual analysis	4
Digitisation and automation in training and development: a meta-review of new opportunities and challenges	4
Organizational AI investment and its ripple effects: an investigation of job insecurity, coworker conflict and work–family conflict	4
Normative telecommuting: the effects of group composition and task interdependence on telecommuter and non-telecommuter performance	4
High-performance work systems in public service units: examining the social capital and ambidexterity as mediating process	4
Leader–employee perfectionism (in)congruence and role clarity: a role theory approach to employee workplace well-being	4