Human Resource Management Journal

Papers
(The TQCC of Human Resource Management Journal is 9. 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 2021-05-01 to 2025-05-01.)
ArticleCitations
Issue Information334
Issue Information109
The effects of latent withdrawal profiles on employee turnover, destinations and job performance100
How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making64
Issue Information54
Worker Voice and Mutual Gains From Remote Performance Management: Evidence From Digitalized Services in North America and Germany46
Digital inclusion and inequalities at work in the age of social media42
The negative impact of individual perceived isolation in distributed teams and its possible remedies36
Does international work experience pay off? The relationship between international work experience, employability and career success: A 30‐country, multi‐industry study34
Who benefits from (Human Resource Management) professionalization? The moderating role of gender on professionalization effects in organisations34
Editorial: What are registered reports and why are they important to the future of human resource management research?34
Digitalization and inclusiveness of HRM practices: The example of neurodiversity initiatives31
Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans29
Small firms, owner managers and (strategic?) human resource management28
Global norm‐making processes in contemporary multinationals27
E‐voice in the digitalised workplace. Insights from an alternative organisation26
On criticism, human resource management and civility25
From being sacked to being unwell: A conservation of resources view on the effects of psychological contract violation on layoff victims' wellbeing24
More to life than promotion: Self‐initiated and self‐resigned career plateaus24
A psychological contract perspective on how and when employees' promotive voice enhances promotability24
The Role of HRM in Building Resilience: The Relationality Imperative in Times of War23
Training Investments and Innovation Gains in Knowledge Intensive Businesses: The Role of Firm Level Human Capital and Knowledge Sharing Climate23
Human resource management in recession: Restructuring and alternatives to downsizing in times of crisis23
Regulating Grand Challenges: The Evolution of Human Resource Managers' Framing of the UK Gender Pay Gap Regulations23
21
Conceptualising employee voice in the majority world: Using multiple intellectual traditions inspired by the work of Mick Marchington21
From what we know to what we do: Human resource management intervention to support mode 2 healthcare research20
A temporal perspective on refugee employment – Advancing HRM theory and practice19
The Hidden Cost of Mandatory Unpaid Overtime: How and When Mandatory Unpaid Overtime Undermines Subsequent Motivation to Work19
Prediction in HRM research–A gap between rhetoric and reality19
Human resource professionals and the adoption and effectiveness of high‐performance work practices18
Assessing star value: The influence of prior performance and visibility on compensation strategy18
Person‐Organization (Mis)fit: The Experience of Furlough as Career Shock17
Gender in Human Resources: Hiding in plain sight17
Issue Information17
Capturing variability of high‐performance work systems within organisations: The role of team manager's person‐HRM fit and climate for HR implementation and subsequent implementation behaviour17
Getting to what works: How frontline HRM relationality facilitates high‐performance work practice implementation17
Ambiguous culture in Greenland police: Proposing a multi‐dimensional framework of organizational culture for Human Resource Management theory and practice17
HR Have the Final ‘No’: Advising, Persuading and Overruling to Navigate the Institutional Logics in HR Practice16
What do they think of me? Professional diversity, meta‐stereotype negativity, suspicion, and counterproductive work behaviour16
When HRM meets politics: Interactive effects of high‐performance work systems, organizational politics, and political skill on job performance16
‘In God We Trust. All Others Must Bring Data’: Unpacking the Influence of Human Resource Analytics on the Strategic Recognition of Human Resource Management15
Fueling employee proactive behavior: The distinctive role of Chinese enterprise union practices from a conservation of resources perspective15
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform14
‘If my boss wasn't so accommodating, I don't know what I would do’: Workplace supports for carers and the role of line managers and co‐workers in mediating informal flexibility14
The role of contextual voice efficacy on employee voice and silence14
Never ‘one‐size‐fits‐all’: Mick Marchington's unique voice on voice, from micro‐level informality to macro‐level turbulence14
The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels13
13
‘Americanization’ and the drivers of the establishment and use of works councils in three post‐socialist countries12
Talent designation as a mixed blessing: Short‐ and long‐term employee reactions to talent status12
The joy of gratifications: Promotion as a short‐term boost or long‐term success – The same for women and men?12
How green human resource management affects employee voluntary workplace green behaviour: An integrated model12
Fragmenting work: Theoretical contributions and insights for a future of work research and policy agenda11
Feeling stuck and feeling bad: Career plateaus, negative emotions, and counterproductive work behaviors11
‘In or Out’ or ‘In‐And‐Out’: The Social Identity Transition of Female Academics During the Perinatal Period10
The Impact of Spiritual Leadership on Employee Resilience: A Self‐Concept Theory Perspective10
Professionalisation and convergence‐divergence of HRM: China, Hong Kong, and the United Kingdom compared10
The duality of HR analysts' storytelling: Showcasing and curbing10
Why and when family‐supportive supervisor behaviours influence newcomer organizational socialisation10
Opportunism in headhunter‐client relations: An agency theory perspective9
Industry Image Perceptions and Organizational Attractiveness: Results of an International Survey9
Managing human resource management tensions in project‐based organisations: Evidence from Bangalore9
Between interdependence and autonomy: Toward a typology of work design modes in the new world of work9
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