Human Resource Management

Article	Citations
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum	283
Algorithmic Management in Limbo: Task‐Driven Interweaving of Hierarchy and Market Management	204
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors	153
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	126
Why Does Large Vertical Pay Dispersion Increase Turnover Among Both Employees and Senior Managers?	114
Issue Information	107
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	103
Neurodiversity at Work: Challenges and Opportunities for Human Resource Management	100
The rise of the human capital industry and its implications for research	82
Signaling Effects of Women's Quotas: An Analysis of Workforce Perceptions and Reactions	66
Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts	60
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis	58
The Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity	57
Explaining Variability in Employee Perceptions of HR Practices in Strategic HRM Research: An Integ	55
The impact of organizational statements of support for the black community in the wake of a racial mega‐threat on organizational attraction and revenue	51
Answerable for what? The role of accountability focus in line manager HR implementation	51
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI	49
Saving face: Leveraging artificial intelligence‐based negative feedback to enhance employee job performance	43
Managers' Decisions About Informal Accommodation Requests by Employees With and Without Disabilities	39
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	39
Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety	37
Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work‐Life Balance Practices, and Female Representation	37
How Signals of Silence Sustain Sexual Harassment and What to Do About It	36
It's Not Just What You Say, but How You Say It: The Effects of Enterprise Social Media on Service Management, Through the Lens of Signaling Theory	36
Age‐Inclusive HR Practices as Resource Passageways: Explaining Retirement Intentions Through Employability and Job Insecurity	33

Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	31
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Issue Information	29
The SMART model of work design: A higher order structure to help see the wood from the trees	29
The Illusion of Performance Management	29
From Strategic HRM to Sustainable HRM ? Exploring a Common Good Approach Through a Critical Reflec	29
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	29
HPWP Climate, Collective Well‐Being, and Firm Performance in SMEs : An Exchange Perspective	28
Looking Back and Looking Forward: Thirty Years of Evidence on Strategic HRM Systems and Performance (1995–2025)	28
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You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	27
Motivator or Depletor? Unraveling the Double‐Edged Effects of Peer Monitoring on Employee Job Performance	27
Balancing Efficiency and Safety: How and When Algorithmic Management Induces Gig Workers' Unsafe Behavior	26
The Influence of TMT Gender Diversity on Corporate Environmental Strategies: A Power Equality Perspective	26
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance	25
Family Demands Diversity, Team Work–Family Conflict, and Team Effort: A Moderated Mediation Model	25
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers	24
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	23
Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects	23
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	23
Necessary HRM Practices for Extended Working Lives in Tight and Loose Societies: A Comparative Perspective	22
Delayed pay and employee turnover: The buffering role of pay‐for‐performance	22
Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness	22
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation	22
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	21
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	21
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices	21
Creation of the algorithmic management questionnaire: A six‐phase scale development process	21
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination	20
The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation	20
The moderating role of social capital for late‐career management intervention effects on older employees' work engagement	20
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	20
The multiple roles of network ties in the employee job search process	20
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective	20
Human resource executives' relative pay and firm performance	19
Predicting and Explaining Assessment Center Judgments: A Cross‐Validated Behavioral Approach to Performance Judgments in Interpersonal Assessment Center Exercises	18
Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well‐Being: A Frame‐of‐Reference Perspective	18
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	18
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	17
Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion	16
When firms adopt sustainable human resource management: A fuzzy‐set analysis	16
Building High Involvement Work Systems in the Digital Era: Employee Experience‐Oriented Digital HRM and Employee Involvement	15
Issue Information	15
Correction to “Managerial Social Networks and Ambidexterity of SMEs : The Moderating Role of a Proactive Commitment to Innovation”	15
Employee Age and the Work–Family Interface: A Meta‐Analysis and Framework Integrating Life Span and Life Course Perspectives	15
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Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control	14
Issue Information	14
Manager‐Rated Cooperative Climate as a Driver of Business‐Establishment Financial Performance: The Role of Employee Racioethnic Diversity as a Contextual Boundary Condition	14

Leveraging Employees' Social Capital for Organizational Resilience in Small and Medium‐Sized Enterprises: The Role of High‐Involvement Work Practices	14
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Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach	14
Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences	14
Classification Performance of Supervised Machine Learning to Predict Human Resource Management Outcomes: A Meta‐Analysis Using Cross‐Classified Multilevel Modeling	14
Gender Differences in Job Requirements: Change Within Careers and Across Cohorts	13
Managing upward and downward through informal networks in Jordan: The contested terrain of performance management	13
Gender‐ethnicity intersectional variation in work–family dynamics: Family interference with work, guilt, and job satisfaction	13
How the human resource (HR) function adds strategic value: A relational perspective of the HR function	12
Addressing Gender in Authenticity and Inclusion at Work: Nuancing Conservation of Resources Theory With Social Role Theory	12
Exploring the Duality of Perceptions: Insights into Uncertainties, Aversion and Appreciation Towards Algorithmic HRM	12
How does human resource management balance exploration and exploitation? The differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation	12
Issue Information	11
The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies	10
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Sustainable Work and Employment in Social Care: New Challenges, New Priorities	10
Keep Up the Good Work… or Else! Exploring Supervisor Responses to Quiet Quitting	10
Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values	10
Thriving at Work: A Synthesis of Human Resource Management Perspectives and a Future Research Agenda	9
Issue Information	9
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To stand out or fit in? How perceived overqualification motivates proactive and affiliative performance	9
Incongruous employer brand signals and organizational attractiveness: Evidence from multinational companies in China	9
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Do women perceive incivility from men as selective? Examining main effects, coping responses, and boundary conditions	8
Issue Information	8
Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills	8
Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions	8
A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships	8
Contingencies in the effects of job‐based pay dispersion on employee attitudes	8
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Equity by Design: A Positive Organizational Scholarship Approach to Human Resource‐Artificial Intelligence Systems Design	7
Investment in employee developmental climate and employees' continued online learning behaviors: A social influence perspective	7
Effects of formal mentoring support onnewcomer–protégéaffective organizational commitment: aself‐concept‐based perspective	7
The effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling	7
Employer Responsiveness to Online Reviews: A Signal of Caring About Employees	7
Building Micro‐Foundations for Positive Workplace Relationships: Validation of a Strategic Relational Human Resource Management Measure	7
Supporting New Ways of Working for Social Workers Through High Performance Work Practices: Sustaining Professional Identity	7
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Exploring Coworker Perceptions of and Reactions to Quiet Quitting	6
Communication quality and relational self‐expansion: The path to leadership coaching effectiveness	6
What are interviews for? A qualitative study of employment interview goals and design	6
Best friend or broken tool? Exploring the co‐existence of humans and artificial intelligence in the workplace ecosystem	6
Mistreated but Still Resilient! Unraveling the Role of Servant Leadership in Mitigating the Adverse Consequences of Care Recipients' Incivility	6
From Policy to Practice: Unraveling Individual Uptake of Compressed Work Schedules	6
I‐Deals for Some Employees May (Not) Be Ideal for the Team: Positive and Negative Relationships Between I‐Deals Differentiation and Team Effectiveness	6
Leveraging relational analytics in human resource research and practice	6
Work Has Changed, Has HRM ? Designing for the Distributed, Fragmented, and Fluid Era	5
The Dynamics and Complexities of Return‐to‐Office Policies	5
The Evolving Future of Work: Implications for Newcomer Adaptability and Connectivity During Organizational Socialization	5
Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing	5
Commitment and Quiet Quitting: A Qualitative Longitudinal Study	5
Improvising for Learning: How and When Firm‐Level HRM Systems Drive Team Exploratory and Exploitative Learning	5
That's Not What I Was Promised! Psychological Contracts and Quiet Quitting	5
Algorithmic HRM control in the gig economy: The app‐worker perspective	5
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Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving	5
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Human Resource Management in New Service Arrangements: Extending the Ability, Motivation, Opportunity Framework Into the Gig Economy	5
Social Class Signals in Recruitment: Investigating When and Why Signal Relevance and Job's Customer Contact Requirement Shape Hiring Outcomes	5
Love of the Job: What It Is, How to Measure It, and Why It Matters for Work Outcomes	4
Issue Information	4
The Buffering Role of Anti‐Violence Human Resource Management Practices in Shaping How Police Officers Cope With Workplace Violence	4
Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender	4
“You Pretend to Pay Me; I Pretend to Work”: A Multi‐Level Exploration of Quiet Quitting in the Greek Context	4
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Commitment capital: Bridging the gap between organizational commitment and human capital resources	4
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Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being	4
Does one size fit all? The role of job characteristics in cultivating work passion across knowledge, blue‐collar, nonprofit, and managerial work	3
Relational incongruence in neurodiverse workgroups: Practices for cultivating autistic employee authenticity and belonging	3
Career Guidance and Employment Issues for Neurodivergent Individuals: A Scoping Review and Stakeholder Consultation	3
The Role of AI in Performance Appraisal: A Mixed‐Method Study of Employee Experience Through a Relational Lens	3
A new chapter in the long history of advancing Human Resource Management research and practice	3
A Multi‐Level Systems Perspective on (Un)sustainable HRM in Adult Social Care	3
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How does Human Resource Management help service organizations to thrive in uncertainties and risks: Postcrisis as a context	3
To Be or Not to Be Green? The Double‐Edged Sword of Pro‐Environmental Pressure in the Workplace	3
The HR ecosystem: Emerging trends and a future research agenda	3
Dark side of algorithmic management on platform worker behaviors: A mixed‐method study	3
On the Folly of Rewarding Your Version of Performance: Signaling and the Double Empathy Problem in Pay‐For‐Performance Across Neurotypes	3
Supervisor Actions for Supporting Employees Through Stressful Work Situations: A Critical Events Approach From the Perspective of Supervisors	3
Issue Information	3
Merit Pay Adoption and Labor Productivity in South Korean Firms	3
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How Can Firms Enhance Perceptions of Return‐to‐Office When Restricting Autonomy Over Where Work Occurs?	3
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The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals	3
HR practices and work relationships: A 20 year review of relational HRM research	3
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Navigating the Talent Retention Puzzle: The Role of Workgroup Identification and On‐the‐Job Embeddedness	3
Motivational strivings, human resource management practices, and job performance: An advancement of the theory of purposeful work behavior	3
A contingency approach to HRM and firm innovation: The role of national cultures	3
Arousing employee pro‐environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management	3
The Disquiet of Quiet Quitting: Definitional Clarity, Theoretical Pathways, and Future Research	3