Human Resource Management

Papers
(The TQCC of Human Resource Management is 10. 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 2021-04-01 to 2025-04-01.)
ArticleCitations
Issue Information126
Retraction statement: Talent management, absorptive capacity, and firm performance: Does it work in China and Russia?108
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A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships100
Backlashes or boosts? The role of warmth and gender in relational uncertainty reductions66
Emphasizing “me” or “we”: Training framing and self‐concept in network‐based leadership development61
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High performance work systems and employee mental health: The roles of psychological empowerment, work role overload, and organizational identification53
Employee behavior in employee stock option plans: Why do some employees acquire company stock?43
Correction to “Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving”39
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Delayed pay and employee turnover: The buffering role of pay‐for‐performance34
Employee voice in times of crisis: A conceptual framework exploring the role of Human Resource practices and Human Resource system strength33
Employer image within and across industries: Moving beyond assessing points‐of‐relevance to identifying points‐of‐difference33
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Women's representation in managerial hierarchies: An examination of trickle‐down and pipeline effects29
Store leader gender and store sales performance: When and why do women and men underperform?27
Do women perceive incivility from men as selective? Examining main effects, coping responses, and boundary conditions24
I'm Not Feeling It: The Role of Affective Diversity in Risk Management and Team Performance23
Issue Information22
Dancing in Tandem: The Role of HR Value Congruence and Line Manager‐HR Manager Collaboration in Effective HR Implementation22
Enacting people analytics: Exploring the direct and complementary effects of analytical and storytelling skills21
A contingency approach to HRM and firm innovation: The role of national cultures21
Fraught Expectations: A Fairness Heuristic Process Model of the Pros and Cons of CSR for Talent Acquisition21
Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions21
The effects of negative mentoring experiences on mentor creativity: The roles of mentor ego depletion and traditionality20
Is shooting for fairness always beneficial? The influence of promotion fairness on employees' cognitive and emotional reactions to promotion failure20
Recruitment brand equity for unknown employers: Examining the effects of recruitment message claim verifiability and credibility on job pursuit intentions19
Unintended consequences of promotions: Importance of annual incentives for performance management systems19
Bridges and gatekeepers: Employees' willingness to refer qualified candidates on the autism spectrum18
Gender promotion gaps across business units in a multiunit organization: Supply‐ and demand‐side drivers17
Factors shaping the employment outcomes of neurodivergent and neurotypical people: Exploring the role of flexible and homeworking practices17
Does women's board representation affect non‐managerial gender inequality?16
How workplace support for the COVID‐19 pandemic and personality traits affect changes in employees' affective commitment to the organization and job‐related well‐being16
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How Does the Visibility of LGBTQ+ Directors Influence Firm Value? The Mediating Role of Environmental, Social, and Governance Performance15
A Strengths‐Based Human Resource Management Approach to Neurodiversity: A Multi‐Actor Qualitative Study15
Issue Information15
Chief executive officer positive framing and employee ownership15
Corrigendum14
Effective communication for relational coordination in remote work: How job characteristics andHRpractices shape user–technology interactions14
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitment14
High performance work systems and perceived organizational support: The contribution of human resource department's organizational embodiment14
Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors13
Motivational strivings, human resource management practices, and job performance: An advancement of the theory of purposeful work behavior13
Sustainable human resource management practices, employee resilience, and employee outcomes: Toward common good values13
Too smart to work hard? Investigating why overqualified employees engage in time theft behaviors13
Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitme13
Can Employee‐Friendly Workplace Practices Improve Innovation Productivity? An Organizational Identification Perspective12
Does pay for individual performance truly undermine employee creativity? The different moderating roles of vertical and horizontal collectivist orientations12
The rise of the human capital industry and its implications for research12
Contingencies in the effects of job‐based pay dispersion on employee attitudes12
Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis11
Global talent management and multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional headquarters' support and headquarters–subsidiary friction11
Supporting New Ways of Working for Social Workers Through High Performance Work Practices: Sustaining Professional Identity11
A Multi‐Level Systems Perspective on (Un)sustainable HRM in Adult Social Care11
A meta‐analysis on employee perceptions of human resource strength: Examining the mediating versus moderating hypotheses11
Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery10
A new chapter in the long history of advancing Human Resource Management research and practice10
Contextualizing social networks: The role of person–organization fit in the network–job performance relationship10
The impact of developmental job experience on job performance: The importance of team context10
Does human resource system strength help employees act proactively? The roles of crisis strength and work engagement10
Issue Information10
Supervisor Actions for Supporting Employees Through Stressful Work Situations: A Critical Events Approach From the Perspective of Supervisors10
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