Human Resource Management Journal

Papers
(The H4-Index of Human Resource Management Journal is 22. 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
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period316
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation104
The necessity of civility in academic life98
64
Issue Information54
Issue Information46
Developing the concept of leaveism: From presenteeism/absence to an emergent and expanding domain of employment?39
Cultural intelligence and establishment of organisational diversity management practices: An upper echelons perspective35
Building organisational resilience capability in small and medium‐sized enterprises: The role of high‐performance work systems33
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors32
Maternal (perinatal) mental health and employment: An agenda for research and practice31
Issue Information29
Issue Information27
Computer use and pay for performance26
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda25
‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries23
Staffing effectiveness across countries: An institutional perspective23
Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices23
A needs–supplies fit perspective on employee perceptions of HR practices and their relationship with employee outcomes23
The negative impact of individual perceived isolation in distributed teams and its possible remedies23
Sharing and hiding knowledge under pandemics: The role of stressor appraisals, perceived supervisor behaviors and attributions of supervisor motives22
The effect of high involvement work systems on organisational performance and employee well‐being in a Spanish industrial context22
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