With a growing body of research exploring how employees perceive and respond to human resource management (HRM) practices, the strategic HRM field faces the challenge of assessing how insights have evolved and which theoretical perspectives have shaped them. This study presents a bibliometric review of 292 empirical research on employee perceptions of HRM practices, focusing on (1) the major research interests explored, (2) the theoretical perspectives applied, and (3) their evolution over the last 25 years. The analysis reveals a reoccurring emphasis on performance-oriented variables, such as engagement, suggesting a tendency to rely on quantifiable outcomes while sidelining alternative constructs like employee well-being. It also highlights the dominance of a limited set of theoretical perspectives commonly applied, with alternative perspectives remaining underutilised. By mapping how topical areas and theories intersect, this study refines the classification of theoretical perspectives and contributes to a more critical understanding of the strategic HRM field. Potential implications are discussed to outline actionable recommendations for future research.