Human Resource Management

Article	Citations
Retraction statement: Talent management, absorptive capacity, and firm performance: Does it work in China and Russia?	210
Emphasizing “me” or “we”: Training framing and self‐concept in network‐based leadership development	158
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum	144
Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure	105
Employer image within and across industries: Moving beyond assessing points‐of‐relevance to identifying points‐of‐difference	96
Algorithmic Management in Limbo: Task‐Driven Interweaving of Hierarchy and Market Management	86
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors	83
High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification	67
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis	64
The rise of the human capital industry and its implications for research	59
Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts	49
Sparking creativity using extrinsic rewards: A self‐determination theory perspective	49
The Diversity Paradox: The Unintended Consequences of Gender Diversity on Gender Pay Equity	45
Answerable for what? The role of accountability focus in line manager HR implementation	44
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes	43
Support for Sustainable Development Goal 5 and Social Performance: The Role of Diversity Targets, Work‐Life Balance Practices, and Female Representation	41
Saving face: Leveraging artificial intelligence‐based negative feedback to enhance employee job performance	39
The impact of organizational statements of support for the black community in the wake of a racial mega‐threat on organizational attraction and revenue	38
How Do Coworkers Interpret Employee AI Usage: Coworkers' Perceived Morality and Helping as Responses to Employee AI Usage	36
It's Not Just What You Say, but How You Say It: The Effects of Enterprise Social Media on Service Management, Through the Lens of Signaling Theory	34
From Strategic HRM to Sustainable HRM? Exploring a Common Good Approach Through a Critical Reflection on Existing Literature	32
Team boundary work and team workload demands: Their interactive effect on team vigor and team effectiveness	31
The SMART model of work design: A higher order structure to help see the wood from the trees	30
Work transformation and the HR ecosystem dynamics: A longitudinal case study of HRM disruption in the era of the 4th industrial revolution	30
Included Yet Socially Anxious: How Disability Severity and Nonacceptance Weaken the Effect of Perceived Climate for Inclusion on Social Anxiety	30

Thriving for Nothing? The Hidden Costs of Thriving for Employees With Attention Deficit Hyperactivity Disorder and Their Employers	30
Issue Information	29
The Illusion of Performance Management	27
From Workplace‐Based to Work‐Related Violence: Reframing HRM Research and Practice in the Era of Growing Tensions	27
	27
	25
	25
Motivator or Depletor? Unraveling the Double‐Edged Effects of Peer Monitoring on Employee Job Performance	24
You make me anxious! Witnessing safety violations during the daily commute and at work leads to employee work withdrawal	24
HPWP Climate, Collective Well‐Being, and Firm Performance in SMEs: An Exchange Perspective	23
Representative‐negotiated i‐deals for people with disabilities	22
Setting the Stage: Line Managers' HR Orientation as an Antecedent to Perceived HR Effectiveness	22
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers	21
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance	21
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”	21
Family Demands Diversity, Team Work–Family Conflict, and Team Effort: A Moderated Mediation Model	20
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment	20
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values	20
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices	19
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation	19
Corrigendum	18
Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects	18
Delayed pay and employee turnover: The buffering role of pay‐for‐performance	18
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition	18
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective	17
Creation of the algorithmic management questionnaire: A six‐phase scale development process	17
Investigating electronic word‐of‐mouth on social media: An eye‐tracking approach	16
Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination	16
The moderating role of social capital for late‐career management intervention effects on older employees' work engagement	16
The Consequences of Age Discrimination via Perceived Work Ability: Downstream Effects on Well‐Being, Performance, and Motivation	16
Leader–Subordinate Human Resource Attribution (Dis)agreement and Its Impact on Employee Well‐Being: A Frame‐of‐Reference Perspective	15
Predicting and Explaining Assessment Center Judgments: A Cross‐Validated Behavioral Approach to Performance Judgments in Interpersonal Assessment Center Exercises	15
Profiles of diversity and inclusion motivation: Toward an employee‐centered understanding of why employees put effort into inclusion and exclusion	15
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery	15
Human resource executives' relative pay and firm performance	14
When firms adopt sustainable human resource management: A fuzzy‐set analysis	14
Exploring the socio‐political dynamics of front‐line managers’ HR involvement: A qualitative approach	14
Regulatory focus climate, organizational structure, and employee ambidexterity: An interactive multilevel model	14
The multiple roles of network ties in the employee job search process	14
Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach	13
Issue Information	13
Issue Information	13
Employee Age and the Work–Family Interface: A Meta‐Analysis and Framework Integrating Life Span and Life Course Perspectives	12
Quiet Quitting in Times of Uncertainty: Definition and Relationship With Perceived Control	12
Issue Information	12
Addressing Gender in Authenticity and Inclusion at Work: Nuancing Conservation of Resources Theory With Social Role Theory	11
	11
Gender Differences in Job Requirements: Change Within Careers and Across Cohorts	11
How the human resource (HR) function adds strategic value: A relational perspective of the HR function	11
Correction to “Managerial Social Networks and Ambidexterity of SMEs: The Moderating Role of a Proactive Commitment to Innovation”	11

Strategic human resource management in the era of environmental disruptions	11
Classification Performance of Supervised Machine Learning to Predict Human Resource Management Outcomes: A Meta‐Analysis Using Cross‐Classified Multilevel Modeling	11
	11
Exploring the Duality of Perceptions: Insights into Uncertainties, Aversion and Appreciation Towards Algorithmic HRM	10
Managing upward and downward through informal networks in Jordan: The contested terrain of performance management	10
Gender‐ethnicity intersectional variation in work–family dynamics: Family interference with work, guilt, and job satisfaction	10
Issue Information	10
How does human resource management balance exploration and exploitation? The differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation	10
A human capital‐based framework of career, well‐being, and social information reasons for managerial lateral job assignment preferences	10
Incongruous employer brand signals and organizational attractiveness: Evidence from multinational companies in China	9
Issue Information	9
Thriving at Work: A Synthesis of Human Resource Management Perspectives and a Future Research Agenda	9
The self‐regulatory consequences of dependence on intelligent machines at work: Evidence from field and experimental studies	9
	9
Organizational social activities and knowledge management behaviors: An affective events perspective	8
Issue Information	8
To stand out or fit in? How perceived overqualification motivates proactive and affiliative performance	8
Keep Up the Good Work… or Else! Exploring Supervisor Responses to Quiet Quitting	8
Correction to “Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values”	8
Issue Information	8
	7
	7
Do women perceive incivility from men as selective? Examining main effects, coping responses, and boundary conditions	7
Issue Information	7
Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills	7
Contingencies in the effects of job‐based pay dispersion on employee attitudes	7
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitment	7
Issue Information	7
Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions	7
A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships	6
Supporting New Ways of Working for Social Workers Through High Performance Work Practices: Sustaining Professional Identity	6
Issue Information	6
Employer Responsiveness to Online Reviews: A Signal of Caring About Employees	6
	6
Building Micro‐Foundations for Positive Workplace Relationships: Validation of a Strategic Relational Human Resource Management Measure	6
Exploring Coworker Perceptions of and Reactions to Quiet Quitting	5
Best friend or broken tool? Exploring the co‐existence of humans and artificial intelligence in the workplace ecosystem	5
From Policy to Practice: Unraveling Individual Uptake of Compressed Work Schedules	5
Investment in employee developmental climate and employees' continued online learning behaviors: A social influence perspective	5
The effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling	5
Issue Information	5
Effects of formal mentoring support onnewcomer–protégéaffective organizational commitment: aself‐concept‐based perspective	5
Creative performance pressure as adouble‐edgedsword for creativity: The role of appraisals and resources	5
That's Not What I Was Promised! Psychological Contracts and Quiet Quitting	5
Mistreated but Still Resilient! Unraveling the Role of Servant Leadership in Mitigating the Adverse Consequences of Care Recipients' Incivility	5
Communication quality and relational self‐expansion: The path to leadership coaching effectiveness	4
Improvising for Learning: How and When Firm‐Level HRM Systems Drive Team Exploratory and Exploitative Learning	4
Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving	4
Toward a non‐organizational theory of human resource management? A complex adaptive systems perspective on the human resource management ecosystem in (con)temporary organizing	4
Work Has Changed, Has HRM? Designing for the Distributed, Fragmented, and Fluid Era	4
What are interviews for? A qualitative study of employment interview goals and design	4
	4
Commitment and Quiet Quitting: A Qualitative Longitudinal Study	4
Leveraging relational analytics in human resource research and practice	4
I‐Deals for Some Employees May (Not) Be Ideal for the Team: Positive and Negative Relationships Between I‐Deals Differentiation and Team Effectiveness	4
Human Resource Management in New Service Arrangements: Extending the Ability, Motivation, Opportunity Framework Into the Gig Economy	4
The Evolving Future of Work: Implications for Newcomer Adaptability and Connectivity During Organizational Socialization	4
“You Pretend to Pay Me; I Pretend to Work”: A Multi‐Level Exploration of Quiet Quitting in the Greek Context	3
	3
Career Guidance and Employment Issues for Neurodivergent Individuals: A Scoping Review and Stakeholder Consultation	3
The Buffering Role of Anti‐Violence Human Resource Management Practices in Shaping How Police Officers Cope With Workplace Violence	3
Algorithmic HRM control in the gig economy: The app‐worker perspective	3
Issue Information	3
Relational incongruence in neurodiverse workgroups: Practices for cultivating autistic employee authenticity and belonging	3
The role of perceived workplace safety practices and mindfulness in maintaining calm in employees during times of crisis	3
	3
Commitment capital: Bridging the gap between organizational commitment and human capital resources	3
HR practices and work relationships: A 20 year review of relational HRM research	2
Reactions to asynchronous video interviews: The role of design decisions and applicant age and gender	2
Arousing employee pro‐environmental behavior: A synergy effect of environmentally specific transformational leadership and green human resource management	2
	2
How Can Firms Enhance Perceptions of Return‐to‐Office When Restricting Autonomy Over Where Work Occurs?	2
The HR ecosystem: Emerging trends and a future research agenda	2
	2
The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals	2
Store leader gender and store sales performance: When and why do women and men underperform?	2
Dark side of algorithmic management on platform worker behaviors: A mixed‐method study	2
To Be or Not to Be Green? The Double‐Edged Sword of Pro‐Environmental Pressure in the Workplace	2
Managerial control or feedback provision: How perceptions of algorithmic HR systems shape employee motivation, behavior, and well‐being	2
	2

How does Human Resource Management help service organizations to thrive in uncertainties and risks: Postcrisis as a context	2
On the Folly of Rewarding Your Version of Performance: Signaling and the Double Empathy Problem in Pay‐For‐Performance Across Neurotypes	2
Does one size fit all? The role of job characteristics in cultivating work passion across knowledge, blue‐collar, nonprofit, and managerial work	2