OOIR: Observatory of International Research

Papers

(The TQCC of Employee Relations is 6. 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 2020-11-01 to 2024-11-01.)

Article	Citations
The influence of green HRM practices on green service behaviors: the mediating effect of green knowledge sharing	116
Employee happiness and corporate social responsibility: the role of organizational culture	49
Perceived stress and psychological well-being of working mothers during COVID-19: a mediated moderated roles of teleworking and resilience	42
Going forward: remote working in the post-COVID-19 era	41
Exploring compassionate managerial leadership style in reducing employee stress level during COVID-19 crisis: the case of Nigeria	38
Battling COVID-19 with human resource management bundling	33
AMO perspectives on the well-being of neurodivergent human capital	32
Mental health of business academics within the COVID-19 era: can meaningful work help? A qualitative study	30
Does work engagement mediate the impact of green human resource management on absenteeism and green recovery performance?	29
There is no good war for talent: a critical review of the literature on talent management	28
Integrating green human resource management and circular economy to enhance sustainable performance: an empirical study from the Qatari service sector	28
“It needs to be the right blend”: a qualitative exploration of remote e-workers’ experience and well-being at work	28
Impact of leader's e-competencies on employees' wellbeing in global virtual teams during COVID-19: the moderating role of emotional intelligence	26
Well-being in times of ill-being: how AMO HRM practices improve organizational citizenship behaviour through work-related well-being and service leadership	25
Examining the “dark-side” of high performance work systems in the Greek manufacturing sector	22
The employee experience (EMX) framework for well-being: an agenda for the future	21
How workplace fun promotes informal learning among team members: a cross-level study of the relationship between workplace fun, team climate, workplace friendship, and informal learning	20
Happiness at work through spiritual leadership: a self-determination perspective	19
Effect of work engagement on meaningful work and psychological capital: perspectives from social workers in New Zealand	19
Critical exploration of AI-driven HRM to build up organizational capabilities	18
The physical, emotional and behavioral symptoms of health problems among employees before and during the COVID-19 epidemic	17
Revisiting the moderating role of culture between job characteristics and job satisfaction: a multilevel analysis of 33 countries	16
COVID-19 challenges and employees' stress: mediating role of family-life disturbance and work-life imbalance	16
Autonomy and new modes of control in digital work contexts – a mixed-methods study of driving professions in food logistics	16
Automation, AI and the Future of Work in India	15

The value of including employees: a pluralist perspective on sustainable HRM	15
The promise of a four-day week? A critical appraisal of a management-led initiative	15
How workplace fun is experienced in the banking sector? A qualitative study	15
How can the work environment be redesigned to enhance the well-being of individuals with autism?	15
How to increase job satisfaction: the role of participative decisions and feeling trusted	14
A study of millennials' preferred work-related attributes and retention	14
Exploring the use of social media sites for health professionals' engagement and productivity in public sector hospitals	14
Measuring talent management: a proposed construct	14
E-work evaluation through work–life balance, job effectiveness, organizational trust and flexibility: evidence from Kosovo during COVID-19	13
Employee emotional intelligence, organizational citizen behavior and job performance: a moderated mediation model investigation	12
Social capital, person-organization fit and cynicism: a multi-stage mediation model of turnover intention in public organizations	12
Towards understanding the relationships between economics, tribalism and the use of thewastainformal network in the workplace	12
Employees’ fit to telework and work well-being: (in)voluntariness in telework as a mediating variable?	12
Exploring the future impact of automation in Brazil	12
Workplace spirituality and innovative work behavior: the role of employee flourishing and workplace satisfaction	12
Gender, talent management and firm performance: MNCs' female-focused talent management practices in Russia	11
Antecedents of small business financial performance: the role of human resource management practices and strategy	11
Cross-cultural training and adjustment through the lens of cultural intelligence and type of expatriates	11
The impact of employment relationships on firm sustainability	10
Recent trends in labor productivity	10
High commitment HRM and burnout of frontline food service employees: a moderated mediation model	10
Job demands and resources when using technologies at work – development of a digital work typology	10
Appropriately organized work and employees' concerns related to work from home during the COVID-19 pandemic: the case in Slovenia	10
The joint impact of HRM attributions and HRM system consistency on employee well-being: a two-wave study	10
Career satisfaction antecedents of professional accounting returnees in international workplaces: an employee experience perspective	10
Line managers' perceptions of diversity management: insights from a social exchange theory perspective	10
Participation in decision-making and work outcomes: evidence from a developing economy	10
Fairness in human resource management practices and engineers' intention to stay in Indian construction firms	9
The effects of transformational leadership and HRM practices on employee outcomes and productivity in the Greek hospitality industry during COVID-19	9
The coronavirus pandemic, short-term employment support schemes and undeclared work: some lessons from Europe	9
Employee high-performance work systems-experience attributions of well-being and exploitation: a multilevel study of Greek workplaces	9
Launching the dynamic employee engagement framework: towards a better understanding of the phenomenon	9
Thriving in the face of burnout? The effects of wellbeing-oriented HRM on the relationship between workload, burnout, thriving and performance	9
How do young employees perceive stress and job engagement while working from home? Evidence from a telecom operator during COVID-19	9
Fun in the workplace and employee turnover: is less managed fun better?	9
Voicing perceptions of local job seekers and employees toward workforce nationalization and employment	8
Human capital neurodiversity: an examination of stereotype threat anticipation	8
The impact of exclusivity in talent identification: sources of perceived injustice and employee reactions	8
Pay transparency, job turnover intentions and the mediating role of perceived organizational support and organizational justice	8
Understanding the impact of human resource practices on employee competencies: evidence from Indian food processing industry	8
Investigating the impact of person-organization fit on employee well-being in uncertain conditions: a study in three central European countries	8
Socio-cultural capital in the Arab workplace: wasta as a moderator of ethical idealism and work engagement	7
Envelope wages as a new normal? An insight into a pool of prospective quasi-formal workers in the European Union (EU)	7
Employee perception of talent management practices and turnover intentions: a multiple mediator model	7
Sustainable HRM, training for employability and organizational outcomes: the moderating role of competitive intensity	7
Organization culture types and the replication of transferred human resource management practices in multinational subsidiaries in Nigeria	7
Does office aesthetics drive job choice? Boosting employee experience and well-being perception through workplace design	7
A digital job application reference: how do social media posts affect the recruitment process?	7
The role of contextual factors in shaping HRM formality in SMEs	6
Smart working as an organisational process or as a social change? An Italian pandemic experience	6

Remote working during COVID-19 in Sri Lanka: lessons learned and what the future holds	6
Outcomes of talent management: the role of perceived equity	6
Exploring secrecy in pay communication: a conceptual matrix	6
It’s something that you should go to HR about' – banter, social interactions and career barriers for women in the advertising industry in England	6
Exploring types, drivers and outcomes of social e-HRM	6
A multilevel perspective on the perceived effects of COVID-19 on nurses in China	6
Diversity and inclusion in employer branding: an explorative analysis of European companies' digital communication	6