Human Resource Development Quarterly

Papers
(The median citation count of Human Resource Development Quarterly is 0. 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
Celebrating 35 years of Human Resource Development Quarterly169
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Extending research and practice in our dynamic world of work23
PLS‐SEM: A method demonstration in the R statistical environment22
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Talent Management in SMEs: Unraveling the Role of Contextual Factors21
The Many Facets of Workplace Moral Courage: Development and Validation of a Multidimensional Scale17
Transformational leadership and follower performance: Relational and motivational bases of leader behaviors17
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Working from home: When is it too much of a good thing?14
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Advancing social science standards and communities for the future of HRDQ and its impact11
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Reconsidering our uneconomic growth model: Human resource development's role in advancing sustainability10
Meeting new expertise needs throughout careers: A group model building approach in the field of HR/D10
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Highly Educated, New Foreign Workers' Acculturation and Coping Mechanisms in a Large Korean Company10
The new meaning of retirement for bridge employees: Situating bridge employment through the lens of the Kaleidoscope Career Model9
Explosion of people analytics, machine learning, and human resource technologies: Implications and applications for research8
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Is turnover intention static or dynamic? The impacts of inter‐role conflicts and psychological workplace strain on turnover intention trajectories7
Why do employees welcome or refuse shared leadership?: A qualitative exploration through force‐field analysis7
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Top 12 reasons your qualitative research will be accepted by a journal5
The role of human agency in nurses' hopeful career state5
Origins of the human resource development quarterly5
How do HRD professionals and business managers interact in organizing HRD activities?5
Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement5
Technological transformation and human resource development of early career talent: Insights from accounting, banking, and finance4
Strategic HRD at the Crossroads: Navigating the Learning–Performance Paradox to Align Organizational Goals and Employee Growth4
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PLS‐SEM: Prediction‐oriented solutions for HRD researchers4
Developing a Typology of Korean Women Leaders' Resistance to Their Token Status in the Workplace3
Power dynamics and social enterprises: A case study of an international NGO3
The role of self‐regulatory abilities in predicting performance while teleworking: A cross‐sectional and a panel study during the COVID‐19 pandemic3
Self‐Other Stances in Reverse Mentoring for Workplace Inclusion: Mutual Relating Across Differences in Hierarchies and Identities2
From foundations to frontiers: 35 years of human resource development at HRDQ2
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How remote workers manage loneliness and performance: Virtual social interaction as an alternative resource management strategy2
Advancing scholarly‐practice and theory through participatory inquiry and prospective theorizing2
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Resistance from the margin: An autoethnographic account of academic ableism2
Perceived internal corporate social responsibility and employees' proactive behavior: The mediating role of intentions to start personal projects and the moderating role of perceived extern2
Not just for newcomers: Organizational socialization, employee adjustment and experience, and growth in organization‐based self‐esteem2
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Exploring individuals' workplace spirituality in the context of their work teams: A qualitative multi‐case, multi‐team study2
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Motivating learning goal orientation and job performance: Leadership training and development1
The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization1
Investigating the multidimensionality of informal learning: Validation of a short measure for white‐collar workers1
Unlearning in the workplace: Antecedents and outcomes1
The effects of supervisory negative feedback and coaching on employees' responses to feedback: The moderating role of mindset1
Measures of climate for inclusion and diversity: Review and summary1
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Promoting transfer of hybrid training: Interaction of task‐contingent conscientiousness and supervisor support0
Conducting engaged human resource development scholarship with a detached mindset0
To simulate or not to simulate? Comparing the effectiveness of video‐based training versus virtual reality‐based simulations on interpersonal skills development0
Work conditions of interstate migrant workers in India: A critical realist exploration0
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Developing women leaders: The role of women's professional organizations0
Diversity in the workforce: Whose interests are being served?0
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Work determinants of health: New directions for research and practice in human resource development0
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Coaching during a crisis: Organizational coaches' praxis adaptation during the initial stages of the Covid‐19 pandemic0
The influence of organizational coaching context on pre‐coaching motivation and the role of regulatory focus: An experimental study0
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What a difference 35 years make0
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Factors affecting transfer of online training: A systematic literature review and proposed taxonomy0
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Personality and contextual predictors of career advancement procrastination: An application of the social cognitive model of career self‐management0
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Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry0
Correction to “Top 12 reasons your qualitative research will be accepted by a journal”0
Membership Ambiguity and Insider Support in Remote Socialization: A Qualitative Exploration of Newcomers' Experiences of Remote Onboarding0
Testing the redundancy between work engagement and job attitudes: A replication and extension of the affective events theory in human resource development0
“Stop Saying That You Are Not Good Enough”: Crafting Asset‐Based Identities of International Asian Women Scholars Through Relational Mentoring0
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And so it goes: Final thoughts as HRDQ Editor0
The global artificial intelligence transformation: Opportunities for engagement and research0
Developing Workplace Training and Learning: An Extended Cognitive‐Load Framework0
Bridging human resource development processes through generative Artificial Intelligence0
Advancing Public Policy and Human Resource Development Linkages0
Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”0
Goal orientation, critical reflection, and unlearning: An individual‐level study0
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Overcoming the Paradox of Measuring Self‐Awareness Development by Focusing on Outcomes0
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Individual differences in learning agility at work: A mixed methods study to develop and validate a new scale0
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Perceived managerial and leadership effectiveness within multinational corporations in Saudi Arabia: The role of Islamic and Wasta values0
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Organizational socialization strategies and newcomers' identity development: A social identity perspective0
Negative learning emotions and learning goal orientation in teams: HRD implications0
Human resource development professionals and scholars should engage in discourse about our worldviews0
Creating meaningful work for employees: The role of inclusive leadership0
A reflective provocation on generativity and human resource development0
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The coaching flipside: Factors underlying unsuccessful workplace coaching interventions and the implication for human resource development0
Examining gender differences in the use of multidimensional forced‐choice measures of personality in terms of test‐taker reactions and test fairness0
Does age matter? Examining career commitment as a moderator in the relationship between age‐related HR/D practices and subjective career success for younger versus older academic staff0
How organizations and leaders can nurture employee job crafting: Modeling the antecedents of job crafting0
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Never quite right: Identity factors contributing to bias and discrimination experienced by women leaders in the United States0
Developing a competency framework for managers to address suicide risk in the workplace0
Motivated to learn? Investigating the link of achievement goals and informal workplace learning of lecturers in higher education0
Management of the Motivation System of University Teachers in the Republic of Kazakhstan Under Modern Conditions0
Longitudinal process of employee well‐being: Cross‐lagged relationships among domain satisfactions and subjective well‐being0
Shaping the Future of HRDQ: Embracing Growth, Innovation, and Scholarly Rigor0
Multi‐level effects of human resource bundles on the performance of aging employees0
Effective personal development plans contextualized: The role of the autonomy‐supportive people manager in sustaining employees' self‐directed learning0
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The Many Faces of Talent Management: Organizational Perspectives on Talent and Talent Management Practices in Jordan0
Cohort‐based leadership development for high‐potential employees: A model for programmatic design0
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Exploring the combination of individual and organizational–environmental factors in the expression of radical and incremental creativity0
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Developmental human resource and exploitative leadership interact to influence Employees' creative idea championing and application0
Reconceptualizing identities: Veterans' perspectives on career transition challenges0
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