Human Resource Management Journal (Hum Resource Manag J)

Publisher: Industrial Relations Services, Wiley

Journal description

Human Resource Management Journal is a scholarly journal which seeks to promote the understanding of HRM to academics and practicing managers. It aims to provide an international forum for discussion and debate and to stress the critical importance of people management to wider economic, political and social concerns. The journal is essential reading for everyone involved in personnel, training and human resource management and is the only HRM journal to be endorsed by the Chartered Institute of Personnel and Development. From 2006, HRMJ has also broadened its editorial scope to become more globally orientated and has strengthened the international character of its Editorial Board. HRMJ seeks to publish scholarly articles on any aspect of employment studies but especially those focused on issues related to the management of people at work. Articles should make a substantive contribution to contemporary issues, incorporate good use of theory and research, and offer well-founded conclusions with practical implications. The journal is particularly interested in articles which will appeal to an international readership. Critical reviews are also welcomed, especially those pointing to how theory and practice can be developed further.

Current impact factor: 1.39

Impact Factor Rankings

Additional details

5-year impact 0.00
Cited half-life -
Immediacy index 0.11
Eigenfactor 0.00
Article influence 0.00
Website Human Resource Management Journal website
Other titles Human resource management journal (Online)
ISSN 0954-5395
OCLC 60625911
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details


  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author cannot archive a post-print version
  • Restrictions
    • 2 years embargo
  • Conditions
    • Some journals have separate policies, please check with each journal directly
    • On author's personal website, institutional repositories, arXiv, AgEcon, PhilPapers, PubMed Central, RePEc or Social Science Research Network
    • Author's pre-print may not be updated with Publisher's Version/PDF
    • Author's pre-print must acknowledge acceptance for publication
    • Non-Commercial
    • Publisher's version/PDF cannot be used
    • Publisher source must be acknowledged with citation
    • Must link to publisher version with set statement (see policy)
    • If OnlineOpen is available, BBSRC, EPSRC, MRC, NERC and STFC authors, may self-archive after 12 months
    • If OnlineOpen is available, AHRC and ESRC authors, may self-archive after 24 months
    • Publisher last contacted on 07/08/2014
    • This policy is an exception to the default policies of 'Wiley'
  • Classification

Publications in this journal

  • Human Resource Management Journal 01/2016;
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    ABSTRACT: In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health-care setting. Our analysis is based on a quantitative, multi-actor study (509 employees and 67 line managers) in four Dutch hospitals. Using sense-giving as a theoretical lens, we demonstrate that, in addition to the effects of high commitment HRM, prioritising the Employee Champion role alone and the Employee Champion and Strategic Partner roles in combination is associated with higher employee commitment. We argue that through performing roles that are evocative of deep-seated values, such as excellent patient care and concern for others, line managers can have a positive effect on staff attitudes. In a sector often beleaguered by staff turnover, exhaustion and burnout, we offer an important, empirically based framework that has the potential to improve employee commitment and, from there, enhance performance.
    Human Resource Management Journal 11/2015; DOI:10.1111/1748-8583.12087

  • Human Resource Management Journal 01/2015; 25(2):250-266.
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    ABSTRACT: Using 7 years of data representing the Canadian private sector, we estimate the effects of the major components of compensation on a rarely studied form of employee performance: innovation. Although there are some limitations inherent in the data, our results indicate the complex motivation required for consistent innovation success. Surprisingly, we find that fixed pay (salary) and individual performance pay have no effect on innovation, while variable group pay and indirect pay (employee benefits) have a positive effect. In other words, our results suggest that you can pay employees to innovate, provided that you select the right compensation incentives.
    Human Resource Management Journal 07/2014; 24(3). DOI:10.1111/1748-8583.12036
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    ABSTRACT: This article examines the mismatches between supply of skills and attributes of immigrants and the demands of employers that influence workplace integration of skilled immigrants in Australia. It argues that, despite being skilled, immigrants still cannot meet the requirements of employers in doing their jobs effectively. There are mismatches, which happen mainly in the aspects of English proficiency, qualification and culture. The study followed a qualitative research design taking skilled immigrants from IT and engineering professional backgrounds and their employers in Australia as the interviewees. The results confirm that the workplace integration of immigrants is not only affected by the inherent capacities of immigrants, but the mindset of employers and their perception towards immigrants' overall qualities also manipulate the process. The results are, however, indicative only, as the study is confined to IT and engineering professional groups, and does not report the experiences of other immigrants.
    Human Resource Management Journal 07/2014; 24(3). DOI:10.1111/1748-8583.12026
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    ABSTRACT: Knowledge‐intensive firms need to leverage their individual knowledge assets via knowledge sharing to create collective knowledge resources. This process is, however, in the control of the knowledge worker. We explore this personal and emotive quality of knowledge sharing by asking: ‘How does employee commitment impact on knowledge sharing?’ We study professional service firms operating in cross‐boundary environments and examine the impact of commitment to the organisation, profession, team and client on knowledge sharing. The article contributes directly to our understanding of the interrelationship between (a) the types and foci of commitment and (b) bidirectional knowledge sharing.
    Human Resource Management Journal 07/2014; 24(3). DOI:10.1111/1748-8583.12037
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    ABSTRACT: The purpose of this article is to illustrate empirically how HR practices are configured to manage multidimensional knowledge assets. It contributes directly to the configurational approaches to HRM by identifying HRM systems that are used to manage various types of knowledge assets. First, we develop a framework from theory to categorise knowledge assets into human (industry and firm specific), social (entrepreneurial and co‐operative) and organisational capital (mechanistic and organic). Within this framework, we draw on data gathered in the 12 professional services firms to understand how HR practices enable the management of each knowledge asset. We identify two configurations of HR practices (organisationally and professionally focused). These configurations do not exist in isolation but are used simultaneously by organisations via either a targeted (different practices in different parts of the organisation) or a temporally segregated way (different practices for the same group of employees over time).
    Human Resource Management Journal 04/2013; 23(2). DOI:10.1111/j.1748-8583.2012.00197.x
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    ABSTRACT: This article explores the psychological contract of female clerical homeworkers who work from home full-time and are employed at a local authority. Qualitative interviews were carried out with homeworkers and their supervisors. Temporal flexibility was desired by all the homeworkers in order to achieve a better work–life balance, and was deemed important by women without children as well as those with childcare responsibilities. Our findings highlight that homeworkers were able to negotiate their own idiosyncratic deals with line managers in order to attain their desired levels of temporal flexibility. However, the issue of flexibility remains ambiguous with some supervisory staff being more comfortable with the concept than others, leading to some homeworkers enjoying different levels of temporal flexibility than their co-workers. Our findings suggest that employees perceive flexibility idiosyncratic deals of co-workers as fair as long as they achieve their own personal levels of temporal flexibility. The potential implications for organisations are discussed.
    Human Resource Management Journal 04/2013; 23(2):211-225. DOI:10.1111/j.1748-8583.2012.00200.x
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    ABSTRACT: Despite the increased attention paid to the role and effects of migrant labour in the contemporary economy, there has been insufficient attention to the role of employers and the employment relationship. Recent studies have highlighted distinctive labour power characteristics of new labour migrants from Central and Eastern Europe that make them ‘good workers’ in the eyes of employers. Drawing on multiple case studies across the supermarket supply chain, this article explores what kind of human resource migrant labour is perceived to be, particularly by employers, and what happens in practice as the dynamic tensions of the employment relationship unfolds in particular sector contexts. It argues that utilisation is conditioned more by the requirements of temporal flexibility – framed by the dynamics of employment within the supply chain – than any essential features of migrant labour power.
    Human Resource Management Journal 04/2013; 23(2). DOI:10.1111/j.1748-8583.2011.00186.x
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    ABSTRACT: How can managers improve the alignment of organisational and individual interests in the management of human resources? This article integrates a diverse set of literatures to propose three tests of mutuality in employment relationships: (a) the quality of the match between the organisation's needs for human capabilities and the individual's needs to deploy and develop them; (b) the extent to which the organisation's dual needs for commitment and flexibility are aligned with the needs of individuals for security and community; and (c) the extent to which both parties feel they are making a worthwhile return on their investment. These tests form a starting point for assessing and modelling the quality of employment relationships in particular contexts.
    Human Resource Management Journal 01/2013; 23(1). DOI:10.1111/1748-8583.12015
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    ABSTRACT: This study examines how the institutional distance between a host country and a home country influences foreign subsidiary staffing, and how overseas business experience moderates the effect of institutional distance. Hypotheses regarding the effect of institutional distance on foreign subsidiary staffing are empirically tested using a sample of 2,980 foreign subsidiaries of Japanese firms. This study shows that although the ratio of parent country nationals to subsidiary employees decreases when firms face greater institutional distance, the absolute number of parent country nationals assigned to the subsidiary increases. This study also shows that firms with more overseas business experience replace host country nationals with parent country nationals when there is greater institutional distance.
    Human Resource Management Journal 01/2013; 23(1). DOI:10.1111/j.1748-8583.2012.00201.x