Human Resource Management

Papers
(The TQCC of Human Resource Management is 8. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-02-01 to 2025-02-01.)
ArticleCitations
Issue Information101
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition100
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification96
Contingencies in the effects of job‐based pay dispersion on employee attitudes89
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A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships39
Emphasizing “me” or “we”: Training framing and self‐concept in network‐based leadership development38
Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions38
Issue Information37
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Delayed pay and employee turnover: The buffering role of pay‐for‐performance29
Employer image within and across industries: Moving beyond assessing points‐of‐relevance to identifying points‐of‐difference28
Employee voice in times of crisis: A conceptual framework exploring the role of Human Resource practices and Human Resource system strength27
Effective communication for relational coordination in remote work: How job characteristics andHRpractices shape user–technology interactions24
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Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects22
Motivational strivings, human resource management practices, and job performance: An advancement of the theory of purposeful work behavior22
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Store leader gender and store sales performance: When and why do women and men underperform?20
Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills19
Do women perceive incivility from men as selective? Examining main effects, coping responses, and boundary conditions19
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitme18
Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure18
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors17
Employee behavior in employee stock option plans: Why do some employees acquire company stock?17
Unintended consequences of promotions: Importance of annual incentives for performance management systems17
The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality17
Recruitment brand equity for unknown employers: Examining the effects of recruitment message claim verifiability and credibility on job pursuit intentions17
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum16
Does pay for individual performance truly undermine employee creativity? The different moderating roles of vertical and horizontal collectivist orientations16
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers15
How workplace support for the COVID‐19 pandemic and personality traits affect changes in employees' affective commitment to the organization and job‐related well‐being15
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices15
Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions15
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values14
Does women's board representation affect non‐managerial gender inequality?14
Issue Information14
A Strengths‐Based Human Resource Management Approach to Neurodiversity: A Multi‐Actor Qualitative Study13
13
Too smart to work hard? Investigating why overqualified employees engage in time theft behaviors12
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation12
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment12
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitment12
How Does the Visibility of LGBTQ+ Directors Influence Firm Value? The Mediating Role of Environmental, Social, and Governance Performance12
A contingency approach to HRM and firm innovation: The role of national cultures12
Chief executive officer positive framing and employee ownership12
A new chapter in the long history of advancing Human Resource Management research and practice11
Corrigendum11
The rise of the human capital industry and its implications for research11
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance11
Retraction statement: Talent management, absorptive capacity, and firm performance: Does it work in China and Russia?11
Does human resource system strength help employees act proactively? The roles of crisis strength and work engagement10
The impact of developmental job experience on job performance: The importance of team context10
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9
Surviving remotely: How job control and loneliness during a forced shift to remote work impacted employee work behaviors and well‐being9
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination9
Global talent management and multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional headquarters' support and headquarters–subsidiary friction9
Issue Information9
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery8
Navigating the Talent Retention Puzzle: The Role of Workgroup Identification and On‐the‐Job Embeddedness8
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Building Micro‐Foundations for Positive Workplace Relationships: Validation of a Strategic Relational Human Resource Management Measure8
Issue Information8
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