Human Resource Management Journal

Papers
(The TQCC of Human Resource Management Journal 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 2021-08-01 to 2025-08-01.)
ArticleCitations
Issue Information415
Issue Information117
Issue Information49
Digital inclusion and inequalities at work in the age of social media47
The negative impact of individual perceived isolation in distributed teams and its possible remedies35
Small firms, owner managers and (strategic?) human resource management35
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany35
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans33
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study31
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives31
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations29
A psychological contract perspective on how and when employees' promotive voice enhances promotability28
Practitioner Experiences With Digitalization in Human Resource Management28
On criticism, human resource management and civility24
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis24
E‐voice in the digitalised workplace. Insights from an alternative organisation23
More to life than promotion: Self‐initiated and self‐resigned career plateaus23
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing22
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War21
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate21
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Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations20
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research19
A temporal perspective on refugee employment – Advancing HRM theory and practice19
Assessing star value: The influence of prior performance and visibility on compensation strategy19
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice19
Human resource professionals and the adoption and effectiveness of high‐performance work practices18
Knowing or Not Knowing the Rules of the Game: Exploring the Role of Institutional Habitus in Shaping Individual Expectations and Experience on Talent Management Programmes18
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington18
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
Issue Information16
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance15
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective14
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice14
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock14
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
Gender in Human Resources: Hiding in plain sight12
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour12
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation12
‘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 flexibility11
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Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status11
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels11
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence11
The role of contextual voice efficacy on employee voice and silence10
How green human resource management affects employee voluntary workplace green behaviour: An integrated model10
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared9
The duality of HR analysts' storytelling: Showcasing and curbing9
‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries9
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation9
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period8
The joy of gratifications: Promotion as a short‐term boost or long‐term success – The same for women and men?8
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore8
Editorial: Scholar‐stakeholder collaboration for rigorous and relevant HRM research—Possible contributions and key requirements of collaborative studies in HRM8
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors8
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective8
Do employees find inclusive talent management fairer? It depends. Contrasting self‐interest and principle8
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work8
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda8
Employee‐perceived ‘motivation‐enhancing HRM practices’ and career ambition: Social subjective norms explain workplace deviant behavior8
Conceptualising the nexus between macro‐level ‘turbulence’ and the worker experience8
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