Human Resource Management Journal

Papers
(The TQCC of Human Resource Management Journal is 9. 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 2022-05-01 to 2026-05-01.)
ArticleCitations
Issue Information642
Issue Information69
Digital inclusion and inequalities at work in the age of social media55
The Normalisation of Violence Against Workers in Aged Care Facilities: The Views of Managers, Nurses and Personal Care Assistants53
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria52
The negative impact of individual perceived isolation in distributed teams and its possible remedies51
The Meaning of Work in the Digital Era: A Systematic Review and Research Agenda51
Issue Information45
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany38
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Practitioner Experiences With Digitalization in Human Resource Management32
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans30
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations28
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives24
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations23
Sustainable HRM in the Public Sector: A Question of Viability or Legitimacy?21
E‐voice in the digitalised workplace. Insights from an alternative organisation20
More to life than promotion: Self‐initiated and self‐resigned career plateaus20
On criticism, human resource management and civility20
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A psychological contract perspective on how and when employees' promotive voice enhances promotability18
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis17
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War17
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science17
On the Dangers of Large‐Language Model Mediated Learning for Human Capital17
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework16
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate15
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington14
Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective14
Issue Information14
Knowing or Not Knowing the Rules of the Game : Exploring the Role of Institutional Habitus in Shaping Individual Expectations and Experience on Talent Management Programmes14
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Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector14
Editorial Perspective: Interdisciplinary Research in HRM for Impact—Rethinking, Redefining and Reshaping Practices14
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research14
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work14
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice14
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 behaviour13
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance12
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice12
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation11
Overcoming Institutional Immobility? Evaluating Employment Outcomes of Repatriated Chinese Migrants From Overseas Civil Engineering Projects11
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour11
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock11
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Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence10
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective10
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period9
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care9
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status9
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective9
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared9
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels9
‘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 flexibility9
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors9
The role of contextual voice efficacy on employee voice and silence9
How green human resource management affects employee voluntary workplace green behaviour: An integrated model9
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