Cited by

• 2021Effect of green human resource management practices on organizational sustainability: the mediating role of environmental and employee performance340 cited
• 2018Exploring the mediating effects between transformational leadership and organizational performance184 cited
• 2020Effectiveness of Performance Management System for Employee Performance Through Engagement147 cited
• 2019How organization justice and perceived organizational support facilitate employees’ innovative behavior at work145 cited
• 2018Mediating role of organizational commitment in the relationship between human resource management practices and employee engagement118 cited
• 2021Pathways towards Green Banking adoption: moderating role of top management commitment78 cited
• 2022The role of big data and predictive analytics in the employee retention: a resource-based view68 cited
• 2018Does e-HRM improve labour productivity? A study of commercial bank workplaces in Pakistan63 cited
• 2019Unveiling the relationship between e-HRM, impersonal trust and employee productivity59 cited
• 2019Linking e-hrm practices and organizational outcomes: empirical analysis of line manager’s perception53 cited
• 2022Linking high-performance work systems to affective commitment, job satisfaction, and career satisfaction: Thriving as a mediator and wasta as a moderator42 cited
• 2016Problematizing HRD in SMEs: A “Critical” Exploration of Context, Informality, and Empirical Realities39 cited
• 2022Team Creativity and Green Human Resource Management Practices’ Mediating Roles in Organizational Sustainability36 cited
• 2020Influence of e-HRM and Human Resources Service Quality on Employee Performance33 cited
• 2019Do SHRM and HPWS shape employees’ affective commitment and empowerment?31 cited
• 2023Impact of green HRM practices on bank employee service behaviors15 cited