Personnel Review

Article	Citations
Reconceptualizing HR change agency: introducing a framework and propositions for future research	74
An interpersonal perspective to study workplace favoritism and employees’ motivation to hold multiple jobs	59
Innovation-enhancing HRM, employee promotive voice and perceived organizational performance: a multilevel moderated serial mediation analysis	53
Effects of trust in organizations and trait mindfulness on optimism and perceived stress of flight attendants during the COVID-19 pandemic	52
The antecedents of career change intention in middle-level managers: the role of job and career satisfaction	51
How employee pandemic fears may escalate into a lateness attitude, and how a safe organizational climate can mitigate this challenge	39
Mentoring global talent: an integrative review	36
Does intraorganizational competition prompt or hinder performance? The risks for proactive employees who hide knowledge	35
How and when does humble leadership enhance newcomer well-being	34
Pay-for-performance, procedural justice, OCB and job performance: a sequential mediation model	33
Can HRM predict mental health crises? Using HR analytics to unpack the link between employment and suicidal thoughts and behaviors	33
Bullying and turnover intentions: how creative employees overcome perceptions of dysfunctional organizational politics	32
Advancing a theoretical framework for exploring heuristics and biases within HR decision-making contexts	32
What do we know and what should we research about employer brand? A bibliometric analysis	31
It’s my luck: impostor fears, the context, gender and achievement-related traits	31
I'm difficult, but not impossible: how millennials view international assignments and the implications for human resource management (HRM)	30
Unravelling the knowledge matrix: exploring knowledge-sharing behaviours on market-based platforms using regression tree analysis	30
Decent work among rural-urban migrant workers in China: evidence and challenges	30
Themed editorial: Job crafting – relevance to human resource management	29
The role of employee personality in employee satisfaction and turnover: insights from online employee reviews	29
How and when overqualification improves innovative work behaviour: the roles of creative self-confidence and psychological safety	29
The bright side of supervisors’ strengths use: dynamic relations with work-related flow, team trust and performance	28
Good, bad and ugly experiences of non-binary gender inclusion at the workplace to frame employee value proposition	28
Exploring the nexus of high-performance work systems and ethical leadership on employee attitudes and behaviours: case study evidence from healthcare	28
Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit	28

Serving for thriving: a moderated mediation analysis of the relationship between servant leadership and thriving at work	27
Family social capital and career advancement: the mediating role of family-to-work enrichment and the moderating role of perceived organizational politics	23
Training under an extreme context: the role of organizational support and adaptability on the motivation transfer and performance after training	23
Relative deprivation, perceived status conflict and innovative behavior of outsourced employees: multiple moderating effects of dual organizational support	22
Combining work and vacation: workation as an attractive work arrangement	22
Disentangling the elements of PsyCap as drivers for work, organization and social engagement in knowledge-intensive work	22
Who said there is no place like home? Extending the link between quantitative job demands and life satisfaction: a moderated mediation model	21
Bots for mental health: the boundaries of human and technology agencies for enabling mental well-being within organizations	21
Employee idiosyncratic deals (i-deals) and organizational justice: the role of individual job performance and coworkers’ i-deals	21
Remote working and heavy work investment across employee fulfillment-crafting profiles	20
The quality of working life from a person-centred perspective: linking job crafting, work environment types and work engagement	20
Drivers of intrapreneurship: an affective events theory viewpoint	20
Human resource management practices in corporate restructuring: a review and agenda for future research	20
Organizational learning amidst a crisis: lessons from the biopharmaceutical sector during COVID-19	20
Workplace violence in extreme settings: the case of aged care workers and the role of anti-violence HRM and trust of managers on intention to leave	19
Job crafting, meaningfulness and affective commitment by gig workers towards crowdsourcing platforms	19
Entrepreneurial leadership and team creativity: the roles of team psychological safety and knowledge sharing	19
Developing future competencies of people employed in non-standard forms of employment: employers’ and employees’ perspective	19
Impact of Islamic work ethic on employee ethical behavior: the serial mediation of moral identity and felt obligation	18
An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach	18
Humanized algorithms matter! From enabling social exchange factors to building affective trust mechanism for facilitating gig workers’ task performance	17
Why employee engagement matters? Evidences from Delhi Metro Rail Corporation in India	17
Fear after being fired: the moderating role of resilience in lessening the time between employment	17
A multilevel model of abusive supervision climate	16
How does the power dynamics in the information technology outsourcing supply chain influence supplier's talent retention: a multiple case study	16
Limits of ethical leadership and the role of ethics-oriented HRM system in managing Machiavellians	16
Exploring layers of context-related work-from-home demands during COVID-19	16
Fostering public sector employees’ citizen-oriented boundary-spanning behaviors through human resource flexibility and employee perceptions of normative public values	16
Health services in Australia and the impact of antiquated rostering practices on medical scientists: a case for HR analytics and evidenced-based human resource management	16
Female workers' career success in the handicraft industry: a study of Uttarakhand, India	16
Who is worthy of my commitment now? The dynamic nature of interns' workplace commitment	16
Exploring the careers of women with disabilities: a systematic review and implications for human resource management	16
When families overload careers: the critical role of family-interferes-with-work and boundary management	16
Addressing the gap in information security: an HR-centric and AI-driven framework for mitigating insider threats	15
Subtle workplace discrimination inhibiting workers with intellectual disability from thriving at the workplace	15
Is employer collection of diversity data attractive to potential job seekers? Ethnicity and sex differences and a UK–Sweden comparison	15
Measuring learning agility: a review and critique of learning agility measures	15
Sustainable HRM and class-based inequality	15
The implications of telework for employee obesity	15
A comprehensive meta-analysis of the impact of intervention programmes on psychological capital development: post-intervention and longer-term effects	15
The nexus between epistemic curiosity and innovative work behavior: role of leader-member exchange and work engagement	15
Guest editorial	15
Home-based telework and job stress: the mediation effect of work extension	15
The link between supervisor support, servicing efficacy and job satisfaction among frontline hotel employees: an investigation in Turkey	14
Employee and customer loyalty: two targets, one endeavor?	14
A systematic literature review on artificial intelligence in recruiting and selection: a matter of ethics	14
Understanding flexibility i-deals: integrating performance motivation in the context of Colombia	14
Transactional leadership matters in green creative behaviour through workplace learning and green knowledge management: moderating role of social network sites use	14
Neurodiversity and remote work in times of crisis: lessons for HR	14
The role of family support on the effects of paramedic role overload on resilience, intention to leave and promotive voice	14

Labor market institutions and employee self-reported mental health	13
Skilled migrant hiring and selection: organisations’ challenges in embracing diversity in recruitment	13
Work from anywhere and employee psychological well-being: moderating role of HR leadership support	13
Managing team interdependence to address the Great Resignation	13
Fighting fear: the buffering of well-being-HRM on the effects of nurses’ fear of COVID-19 on job stress and patient care	13
Ingratiating with bosses for favourable performance ratings: a serial mediation mechanism	13
Human resource management, absorptive capacity and reverse knowledge transfer	13
How to lead responsibly toward enhanced knowledge sharing behavior and performance: implications for human resource management	13
Editorial: The experience of work and experiential workers: mainline and critical perspectives on employee experience	13
Filling the void: the underlying processes of CEO post-retirement role identity reformation	13
Paternity leave: stepchild of family-friendly policies moderating role of traditional masculinity ideology	13
Mutual gains through sustainable employability investments: integrating HRM practices for organisational competitiveness	12
Green human resource management and workplace cheating: a counterintuitive study	12
Expatriates' dual commitment: a serial multiple mediation model of workplace friendships and adjustment	12
Does toxic leadership influence employees’ defensive and aggressive reactions: threat as a mediating mechanism	12
Mental health and expatriate psychological adjustment post-COVID: towards a new framework	12
How difficulties in upward voice lead to lateral voice: a case study of a Chinese hospital	12
Does platform leadership foster subordinates’ innovative behavior? A multilevel moderated mediation analysis	12
Should I pet or should I work? Human-animal interactions and (tele)work engagement: an exploration of the underlying within-level mechanisms	12
Trust networks, compassionate helping and employee performance	12
Public service motivation and public employees' turnover intention: the role of job satisfaction and career growth opportunity	11
The trickle-down effect of strengths use support: examining the linkage between “support from superiors” and “support for subordinates”	11
How hard can it be? A qualitative study following an HRT implementation in a global industrial corporate group	11
Human capital disclosure and the contingency view	11
Emotional exhaustion, emotional intelligence and task performance of employees in educational institutions during COVID 19 global pandemic: a moderated-mediation model	11
Boundary conditions on the dark side of high-performance work systems: leader-member exchange as a job resource	11
Psychological capital and work–home enrichment: job crafting as a mediator	11
Could you give me some advice? How and when leader consultation sparks employee proactivity	11
Who will pay for customers' fault? Workplace cheating behavior, interpersonal conflict and traditionality	11
Overcoming organizational politics with tenacity and passion for work: benefits for helping behaviors	11
Competitive strategy delivery in the service sector: a study of the behavioural model	11
Work connectivity behavior after-hours and job satisfaction: examining the moderating effects of psychological entitlement and perceived organizational support	11
Yesterday's workers in Tomorrow's world	11
Give full play to the talent: exploring when perceived overqualification leads to more altruistic helping behavior through extra effort	11
Creating resource passageways in cross-cultural virtual work teams: a longitudinal field study	11
Flourishing-at-work and turnover intentions: does trust in management moderate the relationship?	11
Free to have imbalance? Freelancers’ work–life balance and the moderating role of three key work facets	11
Inside out and upside down? Perceptions of temporary employment histories in the time of COVID	11
Can patient gratitude compensate for depletion from family-to-work conflict in nurses? An experience sampling study	11
Displacement-plurality (D-P) in women refugees, its influence on work engagement and implications for diversity practice: a critical and reflective review	11
Does workplace ostracism negatively affect family life during a pandemic?	11
Have HR strategic partners left the building? The (new) role of HR professionals from a social-symbolic perspective	10
Experience layoffs, work engagement and the buffering effect of POS: a psychological contract perspective	10
Innovative work behaviour: the what, where, who, how and when	10
Impact of internal corporate social responsibility: a parallel mediation analysis	10
Cyborging HRM theory: from evolution to revolution – the challenges and trajectories of AI for the future role of HRM	10
Editorial	10
The art of staying in touch – exploring daily feedback interactions between a leader and a subordinate in remote work	9
Decoding employee experiences during pandemic through online employee reviews: insights to organizations	9
Employee perceptions of HRM system strength: examining outcome and boundary conditions among HR and non-HR employees	9
Does social distancing make the heart grow fonder? The impact of work spouse interaction frequency on organizational outcomes	9
The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations	9
How does AI-enabled HR analytics influence employee resilience: job crafting as a mediator and HRM system strength as a moderator	9
Quiet quitting: a new wine in an old bottle?	9
Authoritarian and benevolent leadership: the role of follower homophily, power distance orientation and employability	9
A balanced perspective on the affordance of a gamified HRM system for employees' creative performance	9
Sharing in the gig economy: from equitable work relations to exploitative HRM	9
Age-inclusive HR practices and older workers' voice behavior: the role of job crafting toward strengths and negative age-based metastereotypes	9
High-involvement work practices, employee trust and engagement: the mediating role of perceived organisational politics	9
Cultivating organizational attraction: a resource view on psychological contracts of career development among interns	9
A cross-industry comparison of how women leaders experience gender bias	9
Understanding the role of meaningfulness of work: a moderated-mediation model of bullying during work from home	9
Mentoring and coping self-efficacy as predictors of affective occupational commitment for women in STEM	9
Does voluntarism work for the workplace inclusion of individuals with disabilities in a country with limited equality structures?	8
Family-supportive supervisor behaviours and family cohesion: the roles of job crafting and passion for work	8
Ethical and organizational dynamics of non-standard work in public administration: challenges and opportunities in the digital era	8
Work interrupted at home: examining the influence of supportive teleworking practices on work–family conflict	8
Is it time to rethink benefit packages? Perks associated with the intention to leave in different age groups during COVID-19	8
Opportunistic silence: ignited by psychological contract breach, instigated by hostile attribution bias	8
To be adaptive or not? Investigating when and how illegitimate tasks promote versus inhibit employee adaptive performance	8
How and when inclusive leadership enhances team proactivity: the roles of collective thriving and team power distance	8
Retention and turnover of staff undertaking degree studies: insights and evidence from South Africa	8
Defender, Disturber or Driver? The ideal-typical professional identities of HR practitioners	8
Blind scouting: using artificial intelligence to alleviate bias in selection	7
Human resources practices and engagement of disability care front-line support workers	7
Beyond performance and potential in talent management: exploring the impact of mobility on talent designation	7
Scan it, buy it, pay it – customers' psychological contracts as partial employees in retail	7
AMO model for neuro-inclusive remote workplace	7
Mindfulness and psychological capital: examining the role of intention from the person perspective in a multi-week mindfulness training program	7
Helping as an opportunity and risk: an alternative side to gratitude in co-worker dyads	7

Full of energy – The relationship between supervisor developmental feedback and task performance: a conservation of resources perspective	6
Editor-in-Chief Note: Farewell	6
A mixed-methods approach for the relationship between organizational attributes, reputation, employer brand and intention to apply for a job vacancy	6
Leading Machiavellians on the road to better organizational behavior	6
Workplace ostracism: a qualitative enquiry	6
Engaging the age-diverse workforce: the interplay between personal and contextual resources	6
Does motivation matter? How leader behaviors influence employee vigor at work	6
Work autonomy and exit-voice choice: the role of skill utilization, learning from colleagues and future time orientation	6
Subdimensions of total rewards satisfaction and creativity among R&D employees: a moderated mediation model	6
The university-to-work transition: responses of universities and organizations to the COVID-19 pandemic	6
Impact of workplace safety on well-being: the mediating role of thriving at work	6
Time for life? The spillover effect of strain-based family-to-work conflict on early retirement intentions and the role of HR practice flexibility	6
Trickle-down effect of moral leadership on unethical employee behavior: a cross-level moderated mediation model	6
Career identity and organizational identification among professionals with on-demand work	6
How do work-family practices influence employee work-family conflict? Moderations of commitment-based HRM and human capital	5
Guest editorial: Work from anywhere: implications for employees and organizations	5
How human resource managers can prevent perceived pandemic threats from escalating into diminished change-oriented voluntarism	5
How are frontline managers supported in the performance management process?	5
Individual agency and structure perceptions in intentions to withdrawal from work early/late in the mid-and late-career	5
Emotional culture of joy and happiness at work as a facet of wellbeing: a mediation of psychological safety and relational attachment	5
Perceived HRM practices and organizational citizenship behaviours: a case study of a Chinese high-tech organization	5
“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences	5
Insider perspectives on director remuneration governance deliberations	5
An institutional view on the relationship between high-performance work system and organizational performance: the role of country of origin	5
Managerial supplication and counterproductive work behavior: Do sadness, political skill and emotional intelligence matter?	5
Talent philosophies and institutional factors as determinants of talent management in SMEs: a French country-specific empirical investigation	5
The impact of workplace loneliness on employee outcomes: what role does psychological capital play?	5
Catching emotions: the moderating role of emotional contagion between leader-member exchange, psychological capital and employee well-being	5
Megatrends affecting the world of work: Implications for human resource management	5
Does too much or too little task conflict hurt service performance? A multilevel curvilinear model	5
Creatures of a lesser god! Gender-based differences in HR attributions mediated by person-job fit: a poly-contextual analysis	5
Digitisation and automation in training and development: a meta-review of new opportunities and challenges	5
Continuous learning and employee performance: a moderated examination of managers' coaching behavior in India	5
Not your average candidate: overqualified job applicants in the eyes of hiring practitioners	5
Composing the same song: when and how high-performance work systems can stimulate proactive behavior	5
What sort of collective bargaining is emerging in Nigeria?	5
Extending the research frontiers of employee mental health through contextualisation: China as an example with implications for human resource management research and practice	4
Leader–employee perfectionism (in)congruence and role clarity: a role theory approach to employee workplace well-being	4
Positive deviance at work: a systematic review and directions for future research	4
The relationship between self-leadership and employee engagement in Lebanon and the UAE: the moderating role of perceived organizational support	4
How transformational leaders get employees to take initiative and display creativity: the catalytic role of work overload	4
Normative telecommuting: the effects of group composition and task interdependence on telecommuter and non-telecommuter performance	4
Does workplace incivility spur deviant behaviors: roles of interpersonal conflict and organizational climate	4
Exploitative leadership and counterproductive work behavior: a discrete emotions approach	4
Leader favorable feedback and withdrawal behavior: a moderated mediation model of gratitude and leader-member exchange	4
Linking leader-member exchange and work–nonwork balance: the mediating role of thriving at work and the moderating role of gender	4
Should I stay or should I go? Skilled immigrants' perceived brain-waste and social embeddedness	4
Job attitudes and career behaviors relating to employees' perceived incorporation of artificial intelligence in the workplace: a career self-management perspective	4
Green human resource management and employee innovative behaviour: does inclusive leadership play a role?	4
Green human resource management in nonprofit organizations: effects on employee green behavior and the role of perceived green organizational support	4
The role of individual characteristics and working conditions in understanding boredom at work	4
In the eye of the beholder: the role of self-perceived status in the relationship between high-performance work systems and affective commitment	4
Intrinsic and extrinsic reward synergies for innovative work behavior among South African knowledge workers	4
High-performance work systems in public service units: examining the social capital and ambidexterity as mediating process	4
How and when perceived job search incivility leads to reduced job search behavior	4