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 2022-08-01 to 2026-08-01.)
ArticleCitations
Issue Information725
Issue Information80
The Place Makes the Teaching! Linking Institutional Settings to Unitarist HRM Education in Austria69
Digital inclusion and inequalities at work in the age of social media61
Issue Information61
The Normalisation of Violence Against Workers in Aged Care Facilities: The Views of Managers, Nurses and Personal Care Assistants59
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany58
The Meaning of Work in the Digital Era: A Systematic Review and Research Agenda49
46
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations40
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans39
Practitioner Experiences With Digitalization in Human Resource Management36
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives34
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations27
Sustainable HRM in the Public Sector: A Question of Viability or Legitimacy?26
On the Dangers of Large‐Language Model Mediated Learning for Human Capital26
More to life than promotion: Self‐initiated and self‐resigned career plateaus24
The Case for Expanding the Domain of Registered Reports: Confronting Academic Dishonesty and Declining Confidence in Science23
23
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate23
Toward Inclusive Green Human Resource Management: An Identity‐Based Analytical Framework20
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War20
18
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 crisis18
Configurations of Work Design: A Person‐Centered Perspective of Job Demands and Resources in the Healthcare Sector17
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work17
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice17
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington17
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research16
Editorial Perspective: Interdisciplinary Research in HRM for Impact—Rethinking, Redefining and Reshaping Practices15
Knowing or Not Knowing the Rules of the Game : Exploring the Role of Institutional Habitus in Shaping Individual Expectations and Experience on Talent Management Programmes15
Overcoming Institutional Immobility? Evaluating Employment Outcomes of Repatriated Chinese Migrants From Overseas Civil Engineering Projects15
Menstrual Wellbeing of Professional Workers: A Work Demands‐Resources Perspective15
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation14
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour14
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock14
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective14
Unveiling the Role of Supervisor Workaholism: Impact on Idiosyncratic Deals and Employee Promotability14
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 performance13
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice12
12
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management12
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status11
Reducing Job Demands Through a Participatory Work Redesign Intervention: A Quasi‐Experimental Study in Aged Care11
Managing Employee Voice as an Organizational Capability: An Integrative Process Model11
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels10
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared10
How green human resource management affects employee voluntary workplace green behaviour: An integrated model10
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective10
‘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 flexibility10
The role of contextual voice efficacy on employee voice and silence10
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation10
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors9
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work9
The duality of HR analysts' storytelling: Showcasing and curbing9
Influence of Women in Leadership on Gender‐Equality, Work–Life, and Domestic Violence Coping Practices: The Role of Chief Executive Officer Gender9
Forging New Voice Mechanisms From a Crisis—Employee Voice on Social Media During COVID‐199
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience9
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