Personnel Review

Article	Citations
The effects of responsible leadership and knowledge sharing on job performance among knowledge workers	57
The ethics of people analytics: risks, opportunities and recommendations	56
Linking ethical leadership and ethical climate to employees' ethical behavior: the moderating role of person–organization fit	53
Human resource analytics: a review and bibliometric analysis	46
Perceived organizational injustice and counterproductive work behaviours: mediated by organizational identification, moderated by discretionary human resource practices	40
The university-to-work transition: responses of universities and organizations to the COVID-19 pandemic	40
How and when spiritual leadership enhances employee innovative behavior	38
Managing bullying in the workplace: a model of servant leadership, employee resilience and proactive personality	34
Entrepreneurial leadership and team creativity: the roles of team psychological safety and knowledge sharing	33
Enhancing job satisfaction through work–family enrichment and perceived supervisor support: the case of Australian social workers	33
Supportive organizational climate: a moderated mediation model of workplace bullying and employee well-being	33
Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions	32
21st century HR: a competency model for the emerging role of HR Analysts	30
Effects of trust in organizations and trait mindfulness on optimism and perceived stress of flight attendants during the COVID-19 pandemic	28
When and why organizational cynicism leads to CWBs	27
High-performance work systems and employee voice behaviour: an integrated model and research agenda	27
Green human resource management in nonprofit organizations: effects on employee green behavior and the role of perceived green organizational support	27
Should companies invest in human resource development practices? The role of intellectual capital and organizational performance improvements	27
Supervisor bottom-line mentality and subordinates' unethical pro-organizational behavior	25
Linking performance pressure to employee work engagement: the moderating role of emotional stability	25
Threat or opportunity: accelerated job demands during COVID-19 pandemic	25
Does job stress enhance employee creativity? Exploring the role of psychological capital	25
Building organizational innovation through HRM, employee voice and engagement	25
Employer image, corporate image and organizational attractiveness: the moderating role of social identity consciousness	25
Perceived overqualification and counterproductive work behavior: testing the mediating role of relative deprivation and the moderating role of ambition	23

Corporate social responsibility, organizational trust and commitment: a moderated mediation model	23
An integrated model of team resilience: exploring the roles of team sensemaking, team bricolage and task interdependence	22
The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?	21
Global competitive pressures and career ecosystems: contrasting the performance management systems in UK and French business schools	20
The voicer's reactions to voice: an examination of employee voice on perceived organizational status and subsequent innovative behavior in the workplace	19
But they promised! How psychological contracts influence the impact of felt violations on job-related anxiety and performance	19
Career adaptability, job crafting and subjective career success: the moderating roles of lone wolf personality and positive perfectionism	19
The impact of workplace loneliness on employee outcomes: what role does psychological capital play?	18
Can humble leaders nurture employee well-being? The roles of job crafting and public service motivation	18
Emotional exhaustion, emotional intelligence and task performance of employees in educational institutions during COVID 19 global pandemic: a moderated-mediation model	18
High-performance work systems and thriving at work: the role of cognitive appraisal and servant leadership	17
How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety	17
Social exchange and psychological ownership as complementary pathways from psychological contract fulfillment to organizational citizenship behaviors	17
Editorial: The great resignation: managing people in a post COVID-19 pandemic world	17
Business strategy, performance appraisal and organizational results	16
Organizational support and employee thriving at work: exploring the underlying mechanisms	16
Do new ways of working increase informal learning at work?	16
Modelling the interaction between serious leisure, self-perceived employability, stress, and workplace well-being: empirical insights from graduates in India	16
Work-life balance satisfaction in crisis times: from luxury to necessity – The role of organization's responses during COVID-19 lockdown	16
The impact of COVID-19 on the work–life balance of working mothers: evidence from Nigerian academics	16
The influence of high-commitment work system on work well-being: the mediating role of psychological empowerment and the moderating role of leader trust	16
Perceived organizational support and work engagement of employees with children with disabilities	15
Relationship of perceived supervisor support, self-efficacy and turnover intention, the mediating role of burnout	15
The future of your job represents your future: a moderated mediation model of transformational leadership and job crafting	15
Diverse effects of team diversity: a review and framework of surface and deep-level diversity	15
Exploring layers of context-related work-from-home demands during COVID-19	14
Workforce age profile effects on job resources, work engagement and organizational citizenship behavior	14
Individual-focused transformational leadership and employee strengths use: the roles of positive affect and core self-evaluation	14
Organizational justice and climate for inclusion	14
The influences of abusive supervision on job satisfaction and mental health: the path through emotional labor	14
Employer’s investments in job crafting to promote knowledge worker’s sustainable employability: a moderated mediation model	14
Contexts of organizational learning in developing countries: the role of training programmes in Egyptian public banks	14
Gender and job performance: linking the high performance work system with the ability–motivation–opportunity framework	14
Job crafting, meaningfulness and affective commitment by gig workers towards crowdsourcing platforms	14
The role of the human dimension in organizational agility: an empirical study in intensive care units	14
Flexible working and applicant attraction: a person–job fit approach	13
Innovative work behaviour: the what, where, who, how and when	13
Diversity climate on turnover intentions: a sequential mediating effect of personal diversity value and affective commitment	13
Self-efficacy and job search success for new graduates	13
Freelance job search during times of uncertainty: protean career orientation, career competencies and job search	13
Leader-member exchange and subjective well-being: the moderating role of metacognitive cultural intelligence	13
Does procedural justice climate increase the identification and engagement of migrant workers? A group engagement model perspective	13
Idealized influence and commitment: a granular approach in understanding leadership	13
Neurodiversity and remote work in times of crisis: lessons for HR	13
Is temporal leadership always beneficial? The role of job passion and synchrony preference	13
The effect of competition and passive avoidant leadership style on the occurrence of workplace bullying	13
Multicultural skills in open innovation: relational leadership enabling knowledge sourcing and sharing	12
Human resource practices, employee competencies and firm performance: a 2-1-2 multilevel mediational analysis	12
Interactional justice and willingness to share tacit knowledge: perceived cost as a mediator, and respectful engagement as moderator	12
The joint impact of servant leadership and team-based HRM practices on team expediency: the mediating role of team reflexivity	12

Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit	12
Why do employees struggle to thrive in the workplaces? A look at the impact of abusive supervision	12
Leaving on a jet plane? The effect of challenge–hindrance stressors, emotional resilience and cultural novelty on self-initiated expatriates' decision to exit China	12
Thwarted psychological needs: the negative impact of customer mistreatment on service employees and the moderating role of empowerment HRM practices	12
The sharing economy and the transformation of work: evidence from Foodora	11
Quantifying human resource management: a literature review	11
Spillover effects of organizational politics on family satisfaction: the role of work-to-family conflict and family support	11
Critical reflection and innovative work behavior: the mediating role of individual unlearning	11
Linking conservation of resource perspective to personal growth initiative and intention to leave: role of mediating variables	11
Job attitudes and career behaviors relating to employees' perceived incorporation of artificial intelligence in the workplace: a career self-management perspective	11
Dynamics of millennial employees' communicative behaviors in the workplace: the role of inclusive leadership and symmetrical organizational communication	11
Investigating leadership and employee well-being in higher education	11
Occupational stereotypes: professionals´ warmth and competence perceptions of occupations	11
High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks	11
Work connectivity behavior after-hours and job satisfaction: examining the moderating effects of psychological entitlement and perceived organizational support	10
Retaining, resigning and firing: bibliometrics as a people analytics tool for examining research performance outcomes and faculty turnover	10
Leader favorable feedback and withdrawal behavior: a moderated mediation model of gratitude and leader-member exchange	10
Policy and practical implications for workforce nationalization in the Gulf Cooperation Council (GCC) countries	10
How work–life conflict affects employee outcomes of Chinese only-children academics: the moderating roles of gender and family structure	10
Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance	10
Servant leadership and mistreatment at the workplace: mediation of trust and moderation of ethical climate	10
Organization-based self-esteem and work-life outcomes	10
Spiritual leadership and work–family conflict: mediating effects of employee well-being	10
It takes a family to lighten the load! The impact of family-to-business support on the stress and creativity of women micro-entrepreneurs in Sri Lanka	9
Empowering leadership: balancing self-determination and accountability for motivation	9
Frontline managers' implementation of the formal and informal performance management systems	9
Impact of workplace safety on well-being: the mediating role of thriving at work	9
How and when does humble leadership enhance newcomer well-being	9
Perception of organizational politics, knowledge hiding and organizational citizenship behavior: the moderating effect of political skill	9
Experiencing career plateau on a committed career journey: a boundary condition of career stages	9
The curvilinear relationship between within-person creative self-efficacy and individual creative performance: the moderating role of approach/avoidance motivations	9
The limits to employee involvement? Employee participation without HRM in a small not-for-profit organisation	9
The role of supervisor support for strengths use in promoting perceived employability and career satisfaction	9
Shaping emotional contagion in healthcare: the role of human resource practices and work harassment	9
Managers' responses to the initial stages of the Covid-19 pandemic: an executive coaching perspective	9
Keep your mouth shut until I feel good: testing the moderated mediation model of leader's threat to competence, self-defense tactics, and voice rejection	9
Sleepy but creative? How affective commitment, knowledge sharing and organizational forgiveness mitigate the dysfunctional effect of insomnia on creative behaviors	8
Understanding the work goals–early retirement intention relationship: the mediating role of work passion and moderating role of HR practices’ flexibility	8
Composing the same song: when and how high-performance work systems can stimulate proactive behavior	8
Overcoming organizational politics with tenacity and passion for work: benefits for helping behaviors	8
Understanding HRM philosophy for HPWS and employees' perceptions	8
When the boss is blue: examining the effects of supervisors' negative emotions on subordinates' cognitive work engagement and family undermining	8
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	8
Supervisor-directed OCB and deviant behaviors: the role of LMX and impression management motives	8
When career success enhances employees' life satisfaction: different effects of two types of goal orientations	8
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	8
When are employees idea champions? When they achieve progress at, find meaning in, and identify with work	8
Personnel Review at age 50: a retrospective using bibliometric analysis	8
Nurturing psychological capital: an examination of organizational antecedents: the role of employee perceptions of teamwork, training opportunities and leader–member exchange	8
Can HRM predict mental health crises? Using HR analytics to unpack the link between employment and suicidal thoughts and behaviors	8
Give full play to the talent: exploring when perceived overqualification leads to more altruistic helping behavior through extra effort	8
Crafting telework: a process model of need satisfaction to foster telework outcomes	8
How abusive supervision ultimately might enhance performance ratings among silent, neurotic employees	8
Effects of person-organization fit objective feedback and subjective perception on organizational attractiveness in online recruitment	8
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	8
Psychological assessment in human resource management: discrepancies between theory and practice and two examples of integration	8
Back to the future: post-pandemic work and management	8
A cross-industry comparison of how women leaders experience gender bias	7
Delivering well-being through the coronavirus pandemic: the role of human resources (HR) in managing a healthy workforce	7
Organizational change and work stress, attitudes, and cognitive load utilization: a natural experiment in a university restructuring	7
Work from anywhere: remote stakeholder management and engagement	7
The role of human resource professionals (HRPs) in managing workplace bullying: perspectives from HRPs and employee representatives in Australia	7
Does leaders' adoption of employee voice influence employee work engagement?	7
How human resource managers can prevent perceived pandemic threats from escalating into diminished change-oriented voluntarism	7
When can felt accountability promote innovative work behavior? The role of transformational leadership	7
Why employee engagement matters? Evidences from Delhi Metro Rail Corporation in India	7
Core self-evaluations, social support and life-domain conflicts	7
Does person–organization spirituality fit stimulate ethical and spiritual leaders: an empirical study in Jordan	7
Team reward interdependence and team performance: roles of shared leadership and psychological ownership	7
Career capital development of women in the Arab Middle East context: addressing the pipeline block	7
Informal learning and career identity formation: the mediating role of work engagement	7
The interplay between servant leadership and organizational politics	7
Cyberloafing in public sector of developing countries: job embeddedness as a context	7
Woes of silence: the role of burnout as a mediator between silence and employee outcomes	6
How perception of training impacts organizational citizenship behavior: power distance as moderator	6
The mediating role of fairness on the effectiveness of strategic performance measurement systems	6
Talent management: four “buying versus making” talent development approaches	6
The role of individual characteristics and working conditions in understanding boredom at work	6
Authoritarian and benevolent leadership: the role of follower homophily, power distance orientation and employability	6
Emotional culture of joy and happiness at work as a facet of wellbeing: a mediation of psychological safety and relational attachment	6

Talking inclusion into being: communication as a facilitator and obstructor of an inclusive work environment	6
Dynamics of person-supervisor fit in relationship quality and well-being of university academicians	6
Inclusion values, practices and intellectual capital predicting organizational outcomes	6
Core self-evaluations associated with workaholism: the mediating role of perceived job demands	6
Service-oriented human resource practices and customer outcomes: the service-profit chain perspective	6
Getting nowhere, going elsewhere: the impact of perceived career compromises on turnover intentions	6
Formalization and employee thriving at work: a moderated mediation model including work engagement and centralization	6
A systematic review on well-being and ill-being in working contexts: contributions of self-determination theory	6
Human resources strategy as a catalyst for the success of the competitive strategy: an analysis based on alignment	6
Work-from-home (WFH): the constraints–coping–effectiveness framework	6
Curvilinear effects of work engagement on job outcomes	5
How do work–life support practices impact bank employees' subjective well-being?	5
The influences of cross-cultural adjustment and motivation on self-initiated expatriates' innovative work behavior	5
Moving in and adjusting to a new country without the support of an employer? Tapping into personal dispositions and capabilities to achieve social well-being	5
Does it pay to be bad? An investigation of dark triad traits and job performance in India	5
High-performance work systems in public service units: examining the social capital and ambidexterity as mediating process	5
A sustainable career for interim managers: the role of career communities	5
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	5
Linking organisational values and sustainability: the role of AMO practices	5
How do work engagement and work autonomy affect job crafting and performance? An analysis in an Indian manufacturer	5
A review of work–life programs and organizational outcomes	5
Full of energy – The relationship between supervisor developmental feedback and task performance: a conservation of resources perspective	5
How do high-performance work systems affect innovation performance? The organizational learning perspective	5
Employee perceptions of HRM system strength: examining outcome and boundary conditions among HR and non-HR employees	5
Improving performance through leaders' forgiveness: the mediating role of radical innovation	5
The relationship between self-leadership and employee engagement in Lebanon and the UAE: the moderating role of perceived organizational support	5
Performance management systems promote job crafting: the role of employees' motivation	5
Disappointed but still dedicated: when and why career dissatisfied employees might still go beyond the call of duty	5
Developing job performance: mediation of occupational commitment and achievement striving with competence enhancement as a moderator	5
Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use	5
Beyond quid pro quo: good soldiers and characteristics of their helping behaviours	5
Bullying and turnover intentions: how creative employees overcome perceptions of dysfunctional organizational politics	5
How difficulties in upward voice lead to lateral voice: a case study of a Chinese hospital	5
Green human resource management and employee innovative behaviour: does inclusive leadership play a role?	5
The impact of abusive supervision differentiation on team performance in team competitive climates	5
Linking proactivity to work–family enrichment: a moderated mediation model	5
Negative publicity and potential applicants' intention to apply amid a discrimination scandal: a moderated mediation model	5
Uncovering the intellectual structure of diversity management research: a bibliometric analysis (1990–2019)	5
The impact of the use of employee functional flexibility on patient safety	5
Catching emotions: the moderating role of emotional contagion between leader-member exchange, psychological capital and employee well-being	5
Designing innovative jobs: a fuzzy-set configurational analysis of job characteristics	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
Employee disability disclosure and managerial prejudices in the return-to-work context	5
The buffering role of servant leadership on the relationship between organizational politics and employee task performance and citizenship behaviors	5
Mentoring and coping self-efficacy as predictors of affective occupational commitment for women in STEM	5
Executive director remuneration and company performance: panel evidence from South Africa for the years following King III	5
CEO environmentally specific transformational leadership and firm proactive environmental strategy: roles of TMT green commitment and regulative pressure	5
Self-concept content and structure: motivation and performance implications	5
The interactive influence of human and social capital on capability development: the role of managerial diversity and ties in adaptive capability	4
Sleep-deprived and emotionally exhausted: depleted resources as inhibitors of creativity at work	4
Sharing in the gig economy: from equitable work relations to exploitative HRM	4
Examining the impact of justice perceptions on workplace bullying: a moderated mediational model of PCV and PDO	4
Fostering employees' resilience and psychological well-being through an app-based resilience intervention	4
The quality of working life from a person-centred perspective: linking job crafting, work environment types and work engagement	4
Making sense of a mess: “doing” resilience in the vortex of a crisis	4
You’re so good-looking and wise, my powerful leaders! When deference becomes flattery in employee–authority relations	4
Editorial: The experience of work and experiential workers: mainline and critical perspectives on employee experience	4
Self-initiated expatriation and older women: composing a further life	4
Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model	4
Transforming self-perceived self-employability and entrepreneurship among mothers through mobile digital sharing economy platforms: an exploratory case study	4
Intrinsic and extrinsic reward synergies for innovative work behavior among South African knowledge workers	4
The impact of role overload on job crafting from the perspective of construal level theory	4
Does intraorganizational competition prompt or hinder performance? The risks for proactive employees who hide knowledge	4
Positive deviance at work: a systematic review and directions for future research	4
Expatriates' adjustment and performance in risky environments: the role of organizational support and rewards, risk propensity and resilience	4
Leaders' trait signaling effect on followers' psychological contract dynamics	4
Who will pay for customers' fault? Workplace cheating behavior, interpersonal conflict and traditionality	4
Affectivity and riskiness of retirement investment decisions	4
Employers' perceptions of the Labour Contract Law: regulatory responses in the small and medium-sized enterprise sector in China	4
Trickle-down effect of moral leadership on unethical employee behavior: a cross-level moderated mediation model	4
A discussion on using quantitative or qualitative data for assessment of individual competencies	4
Does family ownership matter in executive pay design?	4
Workplace spirituality, well-being at work and employee loyalty in a gig economy: multi-group analysis across temporary vs permanent employment status	4
Perceived HRM practices and organizational citizenship behaviours: a case study of a Chinese high-tech organization	4
How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload	4
Trying to motivate employees through intimidation? Think again	4
Yesterday's workers in Tomorrow's world	4
Select the Mr. Right: the interaction effect between implicit leadership and implicit followership on employees' workplace behaviors	4
The Great Resignation in the UK – reality, fake news or something in between?	4
How the supervisor's Machiavellianism results in abusive supervision: understanding the role of the supervisor's competitive worldviews and subordinate's performance	4
Drivers of intrapreneurship: an affective events theory viewpoint	4
Benevolent leadership and organizational citizenship behaviors in a higher education context: a moderated mediation model	4
Exploring the consequences of mindfulness at work: the impact of mindful organizing on employee attitudes and behavior toward work and organization	4
Turnover intentions: the roles of job satisfaction and family support	4
Effects of union commitment on job performance in China	4
Does HPWS amplify employees' change readiness for digital transformation? A study through the “work-from-anywhere” prism	4
A new, established approach to managing misbehavior: system justification theory	4