Human Resource Management Journal

Papers
(The median citation count of Human Resource Management Journal is 3. 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 2021-05-01 to 2025-05-01.)
ArticleCitations
Issue Information334
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The effects of latent withdrawal profiles on employee turnover, destinations and job performance100
How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making64
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Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany46
Digital inclusion and inequalities at work in the age of social media42
The negative impact of individual perceived isolation in distributed teams and its possible remedies36
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations34
Editorial: What are registered reports and why are they important to the future of human resource management research?34
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study34
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives31
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans29
Small firms, owner managers and (strategic?) human resource management28
Global norm‐making processes in contemporary multinationals27
E‐voice in the digitalised workplace. Insights from an alternative organisation26
On criticism, human resource management and civility25
More to life than promotion: Self‐initiated and self‐resigned career plateaus24
A psychological contract perspective on how and when employees' promotive voice enhances promotability24
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing24
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate23
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis23
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations23
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War23
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington21
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From what we know to what we do: Human resource management intervention to support mode 2 healthcare research20
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work19
Prediction in HRM research–A gap between rhetoric and reality19
A temporal perspective on refugee employment – Advancing HRM theory and practice19
Assessing star value: The influence of prior performance and visibility on compensation strategy18
Human resource professionals and the adoption and effectiveness of high‐performance work practices18
Gender in Human Resources: Hiding in plain sight17
Issue Information17
Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour17
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation17
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice17
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock17
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour16
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance16
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice16
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective15
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management15
‘If my boss wasn't so accommodating, I don't know what I would do’: Workplace supports for carers and the role of line managers and co‐workers in mediating informal flexibility14
The role of contextual voice efficacy on employee voice and silence14
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence14
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform14
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The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels13
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status12
The joy of gratifications: Promotion as a short‐term boost or long‐term success – The same for women and men?12
How green human resource management affects employee voluntary workplace green behaviour: An integrated model12
‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries12
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors11
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda11
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared10
The duality of HR analysts' storytelling: Showcasing and curbing10
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period10
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore9
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work9
Opportunism in headhunter‐client relations: An agency theory perspective9
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey9
Smarter people analytics with organizational text data: Demonstrations using classic and advanced NLP models8
Revisiting the Spirals of Silence: The Case of Intra‐Faith Discrimination at Work in Two Muslim Majority Countries8
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM8
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐198
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle8
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior7
Using a Process Model to Develop and Expand Employee Voice Scales7
A conceptual framework of the perceived marketability of independent professionals7
German and Dutch works councils: A trust theory of legal employee voice7
Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research7
Talent Conceptualisations, Talent Management Bundles and Their Drivers in Small and Medium‐Sized Enterprises: A Polycontextual Perspective7
Issue Information7
The (electronic) walls between us: How employee monitoring undermines ethical leadership7
What does democratic management do in Chinese workplaces? Evidence from matched employer–employee data7
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience7
Issue Information7
Unraveling the Relationship Between High‐Performance Work Systems and Team Performance: The Contingent Role of Competitive Team Climate7
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Enabling older employees' well‐being through HR attributions: The moderating role of management context6
Developing new understanding of how global talent flow impact individual and firm performance by using big data6
The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role6
Female directors and firm performance following mergers and acquisitions6
Occupational commitment of women working in SET: The impact of coping self‐efficacy and mentoring6
Discretion as a double‐edged sword in global work: The perils of international business travel6
Exploring equality, diversity, and inclusion in multiethnic settings: A context‐sensitive approach6
An examination of anti‐violence human resource management practices in the context of health care and aged care6
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Isolating the effect of rater experience as a time‐variant predictor of performance ratings6
Bounded professionalism nexus: HR professionalism within and across organizational boundaries6
High reliability Human Resource Management (HRM): A system for high risk workplaces5
Maternal (perinatal) mental health and employment: An agenda for research and practice5
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives5
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices5
Female expatriates on the move? Gender diversity management in global mobility5
Common good human resource management, ethical employee behaviors, and organizational citizenship behaviors toward the individual5
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes5
Sub‐Sampling at the Researcher's Peril: New Insights Into Sampling Strategy to Avoid Invalid Findings5
Issue Information5
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Computer use and pay for performance5
Algorithmic inclusion: Shaping the predictive algorithms of artificial intelligence in hiring5
Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment5
Reducing day‐level emotional exhaustion: The complementary role of high involvement work systems and engaging leadership4
Institutional duality and human resource management practice in foreign subsidiaries of multinationals4
How is human resource management research (not) helping practice? In defence of practical implications4
Organisational voice and employee‐focused voice: Two distinct voice forms and their effects on burnout and innovative behavior4
Why are employee assistance programmes under‐utilised and marginalised and how to address it? A critical review and a labour process analysis4
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Employees perceptions of non‐monetary recognition practice and turnover: Does recognition source alignment and contrast matter?4
Women's representation in top management teams of emerging markets' multinationals in developed countries: A legitimacy perspective4
Strengthening links between HRM theories, HR practices and outcomes: A proposal to advance research on HRM and outcomes4
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Equal opportunities but unequal mentoring? The perceptions of mentoring by Black and minority ethnic academics in the UK university sector3
Developing and evaluating language‐based machine learning algorithms for inferring applicant personality in video interviews3
Issue Information3
The social contract of work: Moving beyond the psychological contract3
Gender composition at work and women's career satisfaction: An international study of 35 societies3
Positioning context front and center in international human resource management research3
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The (ir)relevance of human resource management in independent work: Challenging assumptions3
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Trading‐off flexibility: Contingent workers or human resource practices? A configurational approach3
Mapping employee involvement and participation in institutional context: Mick Marchington's applied pluralist contributions to human resource management research methods, theory and policy3
HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges3
Correction to “Human resource management in the age of generative artificial intelligence: Perspectives and research directions on ChatGPT”3
Embedding reciprocity in human resource management: A social exchange theory of the role of frontline managers3
Anthropomorphising the Algorithm: A ‘Theory of Mind’ Perspective on Psychological Contract Creation in Gig Work Arrangements3
Mick Marchington and his contributions to human resource management3
Preferring the devil you know: Potential applicant reactions to artificial intelligence evaluation of interviews3
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