Human Resource Development Quarterly

Papers
(The median citation count of Human Resource Development Quarterly is 0. 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
Information for Contributors138
Celebrating 35 years of Human Resource Development Quarterly43
Extending research and practice in our dynamic world of work35
Issue Information23
Talent Management in SMEs: Unraveling the Role of Contextual Factors22
PLS‐SEM: A method demonstration in the R statistical environment22
Issue Information18
Transformational leadership and follower performance: Relational and motivational bases of leader behaviors17
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On the systems intelligence of a learning organization: Introducing a new measure17
Issue Information17
The Many Facets of Workplace Moral Courage: Development and Validation of a Multidimensional Scale16
Working from home: When is it too much of a good thing?14
Information for Contributors13
Advancing social science standards and communities for the future of HRDQ and its impact13
Issue Information10
Information for Contributors10
Meeting new expertise needs throughout careers: A group model building approach in the field of HR/D10
Reconsidering our uneconomic growth model: Human resource development's role in advancing sustainability9
Highly Educated, New Foreign Workers' Acculturation and Coping Mechanisms in a Large Korean Company9
Issue Information9
Explosion of people analytics, machine learning, and human resource technologies: Implications and applications for research8
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Is turnover intention static or dynamic? The impacts of inter‐role conflicts and psychological workplace strain on turnover intention trajectories8
Information for Contributors7
Issue Information7
The new meaning of retirement for bridge employees: Situating bridge employment through the lens of the Kaleidoscope Career Model7
Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement6
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Why do employees welcome or refuse shared leadership?: A qualitative exploration through force‐field analysis6
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Top 12 reasons your qualitative research will be accepted by a journal6
Origins of the human resource development quarterly6
Information for Contributors6
How do HRD professionals and business managers interact in organizing HRD activities?5
Retaining the learning professional: A survival study on workplace learning in professional service firms5
Technological transformation and human resource development of early career talent: Insights from accounting, banking, and finance5
Information for Contributors5
The role of human agency in nurses' hopeful career state5
PLS‐SEM: Prediction‐oriented solutions for HRD researchers4
Developing a competency framework for managers to address suicide risk in the workplace4
Issue Information4
Advancing scholarly‐practice and theory through participatory inquiry and prospective theorizing3
Power dynamics and social enterprises: A case study of an international NGO3
Self‐Other Stances in Reverse Mentoring for Workplace Inclusion: Mutual Relating Across Differences in Hierarchies and Identities3
Information for Contributors3
The role of self‐regulatory abilities in predicting performance while teleworking: A cross‐sectional and a panel study during the COVID‐19 pandemic3
From foundations to frontiers: 35 years of human resource development at HRDQ3
The impact of new technologies on work and its implications for Human Resource Development research3
Not just for newcomers: Organizational socialization, employee adjustment and experience, and growth in organization‐based self‐esteem2
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Issue Information2
How remote workers manage loneliness and performance: Virtual social interaction as an alternative resource management strategy2
Perceived internal corporate social responsibility and employees' proactive behavior: The mediating role of intentions to start personal projects and the moderating role of perceived extern2
The effects of supervisory negative feedback and coaching on employees' responses to feedback: The moderating role of mindset1
Measures of climate for inclusion and diversity: Review and summary1
Resistance from the margin: An autoethnographic account of academic ableism1
Motivating learning goal orientation and job performance: Leadership training and development1
Unlearning in the workplace: Antecedents and outcomes1
Exploring individuals' workplace spirituality in the context of their work teams: A qualitative multi‐case, multi‐team study1
The role of basic psychological needs satisfaction in the relationship between transformational leadership and innovative work behavior1
The practice of manager as coach (MAC): Unequal power relations and their effect on feelings toward the organization1
Issue Information1
Investigating the multidimensionality of informal learning: Validation of a short measure for white‐collar workers1
What a difference 35 years make0
Advancing Public Policy and Human Resource Development Linkages0
Issue Information0
Developmental human resource and exploitative leadership interact to influence Employees' creative idea championing and application0
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Developing a competency framework for managers to address suicide risk in the workplace0
Organizational socialization strategies and newcomers' identity development: A social identity perspective0
Shaping the Future of HRDQ: Embracing Growth, Innovation, and Scholarly Rigor0
Professional development in the Swedish police organization: Police officers' learning pathways0
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Longitudinal process of employee well‐being: Cross‐lagged relationships among domain satisfactions and subjective well‐being0
Issue Information0
Personality and contextual predictors of career advancement procrastination: An application of the social cognitive model of career self‐management0
Issue Information0
And so it goes: Final thoughts as HRDQ Editor0
Reconceptualizing identities: Veterans' perspectives on career transition challenges0
Conducting engaged human resource development scholarship with a detached mindset0
Information for Contributors0
Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry0
Information for Contributors0
A reflective provocation on generativity and human resource development0
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Finding invariance when noninvariance is found: An illustrative example of conducting partial measurement invariance testing with the automation of the factor‐ratio test and list‐and‐delete procedure0
Goal orientation, critical reflection, and unlearning: An individual‐level study0
The global artificial intelligence transformation: Opportunities for engagement and research0
Examining gender differences in the use of multidimensional forced‐choice measures of personality in terms of test‐taker reactions and test fairness0
Leaderlessness in social movements: Advancing space, symbols, and spectacle as modes of “Leadership”0
Information for Contributors0
Information for Contributors0
The Many Faces of Talent Management: Organizational Perspectives on Talent and Talent Management Practices in Jordan0
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Management of the Motivation System of University Teachers in the Republic of Kazakhstan Under Modern Conditions0
Factors affecting transfer of online training: A systematic literature review and proposed taxonomy0
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Diversity in the workforce: Whose interests are being served?0
Negative learning emotions and learning goal orientation in teams: HRD implications0
Issue Information0
Multi‐level effects of human resource bundles on the performance of aging employees0
Exploring the combination of individual and organizational–environmental factors in the expression of radical and incremental creativity0
Creating meaningful work for employees: The role of inclusive leadership0
Bridging human resource development processes through generative Artificial Intelligence0
Information for Contributors0
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Information for Contributors0
Experience, experience, experience: Too much of a good thing for executive performance0
Does age matter? Examining career commitment as a moderator in the relationship between age‐related HR/D practices and subjective career success for younger versus older academic staff0
Developing women leaders: The role of women's professional organizations0
Membership Ambiguity and Insider Support in Remote Socialization: A Qualitative Exploration of Newcomers' Experiences of Remote Onboarding0
“Stop Saying That You Are Not Good Enough”: Crafting Asset‐Based Identities of International Asian Women Scholars Through Relational Mentoring0
Promoting transfer of hybrid training: Interaction of task‐contingent conscientiousness and supervisor support0
Information for Contributors0
The coaching flipside: Factors underlying unsuccessful workplace coaching interventions and the implication for human resource development0
Effective personal development plans contextualized: The role of the autonomy‐supportive people manager in sustaining employees' self‐directed learning0
How organizations and leaders can nurture employee job crafting: Modeling the antecedents of job crafting0
Cohort‐based leadership development for high‐potential employees: A model for programmatic design0
Employee engagement: Emerging insight of the millennial manufacturing workforce0
Motivated to learn? Investigating the link of achievement goals and informal workplace learning of lecturers in higher education0
Correction to “Top 12 reasons your qualitative research will be accepted by a journal”0
Type A/B personality, work–family, and family–work conflict: The moderating effects of emotional intelligence0
Issue Information0
Overcoming the Paradox of Measuring Self‐Awareness Development by Focusing on Outcomes0
Individual differences in learning agility at work: A mixed methods study to develop and validate a new scale0
The influence of organizational coaching context on pre‐coaching motivation and the role of regulatory focus: An experimental study0
Work determinants of health: New directions for research and practice in human resource development0
Coaching during a crisis: Organizational coaches' praxis adaptation during the initial stages of the Covid‐19 pandemic0
Information for Contributors0
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Issue Information0
Training and development investment and financial performance: The bidirectional relationship and the moderating effect of financial slack0
Testing the redundancy between work engagement and job attitudes: A replication and extension of the affective events theory in human resource development0
Information for Contributors0
Measuring the invisible: Development and multi‐industry validation of the Gender Bias Scale for Women Leaders0
Human resource development professionals and scholars should engage in discourse about our worldviews0
Work conditions of interstate migrant workers in India: A critical realist exploration0
Developing Workplace Training and Learning: An Extended Cognitive‐Load Framework0
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Never quite right: Identity factors contributing to bias and discrimination experienced by women leaders in the United States0
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Issue Information0
To simulate or not to simulate? Comparing the effectiveness of video‐based training versus virtual reality‐based simulations on interpersonal skills development0
Perceived managerial and leadership effectiveness within multinational corporations in Saudi Arabia: The role of Islamic and Wasta values0
The paradoxical effect of responsible leadership on employee cyberloafing: A moderated mediation model0
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