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Cited by

• 1998The Perception and Effects of Share Ownership: Empirical Evidence from Employee Buy‐Outs220 cited
• 1998Letting go or holding on ‐ the devolution of operational personnel activities180 cited
• 2004Actual and Preferred Working Hours161 cited
• 1998The Meaning and Determinants of Skills Shortages140 cited
• 1995Assessing the adoption of HRM by small and medium-sized manufacturing organizations104 cited
• 2014The 40-year pursuit of equal pay: a case of constantly moving goalposts99 cited
• 2002The devolution of HR responsibilities – perspectives from the UK’s public sector95 cited
• 1993Segregated and Integrated Occupations: A New Approach to Analysing Social Change78 cited
• 1997Human resource strategy: a process for managing the contribution of HRM to organizational performance75 cited
• 2012Graduate Employability and the Principle of Potentiality: An Aspect of the Ethics of HRM73 cited
• 2000HR‐line work relations:a review, pilot case and research agenda71 cited
• 1994Profit Sharing and the Financial Performance of Companies: Evidence from U.K. Panel Data68 cited
• 2001Technology, wages, and skill shortages: evidence from UK micro data65 cited
• 2007The 1980s recession in the UK: A business cycle accounting perspective