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• 2020Emotional intelligence: a competitive advantage for tourism and hospitality managers67 cited
• 2004Mixed Integer Programming to Schedule a Single-Shift Workforce under Annualized Hours62 cited
• 2022An HRM perspective on workplace commitment: Reconnecting in concept, measurement and methodology59 cited
• 2016Applicant reactions to social network web use in personnel selection and assessment51 cited
• 2021Academic talent: Perceived challenges to talent management in the South African higher education sector41 cited
• 2015Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support33 cited
• 2016How can work be designed to be intrinsically rewarding? Qualitative insights from South African non-profit employees23 cited
• 2015Delegating HR Work to the Line: Emerging Tensions and insights from a Paradox Perspective21 cited
• 2019Influence of organisational factors on the effectiveness of performance management systems in the public sector15 cited
• 2017The influence of rewards on job satisfaction and organisational commitment among academic staff at selected universities of technology in South Africa8 cited
• 2023Mediation Role of Organisational Supportive Culture in the Relationship Between Human Resources Management Practices and Patient Satisfaction: A Case Study of Rizgary Teaching and Referral Hospital in Erbil-Iraq6 cited
• 2018Factors that influence employee perceptions about performance management at Statistics South Africa