The International Journal of Human Resource Management (INT J HUM RESOUR MAN)

Publisher: Taylor & Francis (Routledge)

Journal description

The International Journal of Human Resource Management is the forum for HRM scholars and professionals world-wide. Concerned with the expanding role of strategic human resource management in a fast-changing global environment, the Journal focuses on future trends in HRM, drawing on empirical research in the areas of strategic management, international business, organisational, personnel management and industrial relations. The International Journal of Human Resource Management encourages strategically focused articles on a wide range of issues including employee participation, human resource flow, reward systems and high commitment work systems. The Journal aims to address major issues arising from: internationalisation of market integration. increased competition. technological change. new concepts of line management. changing corporate climates.

Current impact factor: 0.93

Impact Factor Rankings

2015 Impact Factor Available summer 2016
2009 Impact Factor 0.83

Additional details

5-year impact 1.65
Cited half-life 6.80
Immediacy index 0.09
Eigenfactor 0.00
Article influence 0.39
Website International Journal of Human Resource Management website
Other titles International journal of human resource management (Online)
ISSN 0958-5192
OCLC 37786903
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Taylor & Francis (Routledge)

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • On author's personal website or departmental website immediately
    • On institutional repository or subject-based repository after a 18 months embargo
    • Publisher's version/PDF cannot be used
    • On a non-profit server
    • Published source must be acknowledged
    • Must link to publisher version
    • Set statements to accompany deposits (see policy)
    • The publisher will deposit in on behalf of authors to a designated institutional repository including PubMed Central, where a deposit agreement exists with the repository
    • SSH: Social Science and Humanities
    • Publisher last contacted on 25/03/2014
    • This policy is an exception to the default policies of 'Taylor & Francis (Routledge)'
  • Classification

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Although Africa's return to growth in the 2000s, coterminous with significantly increasing foreign direct investment, has led to renewed interest in Human Resource Management (HRM) on the continent, much of the literature has tended to focus on cross-culturally imposed variations in HRM and employment practices and the impact of foreign investment from the developed world. Policy and strategy in managing human resources, most notably those from emerging market multinational enterprises (MNEs), has been neglected. Opening this special issue, this article highlights present trends and debates, and reviews more recent contributions to knowledge of this area. Our analysis critically evaluates the use of new categories of expatriate workers including semi-skilled and relatively unskilled home country expatriates deployed in emerging market MNEs in African countries, the uneven nature of regulation, structural changes in African economies, and the consequences of national institutional restraints for multinational HRM. We identify an agenda for further research.
    The International Journal of Human Resource Management 11/2015; 26(21):2653-2675. DOI:10.1080/09585192.2015.1071546
  • Iris C. Fischlmayr · Katharina M. Puchmüller ·

    The International Journal of Human Resource Management 11/2015; DOI:10.1080/09585192.2015.1111250
  • Feng Wei · Jean Lee ·

    The International Journal of Human Resource Management 11/2015; DOI:10.1080/09585192.2015.1109533
  • [Show abstract] [Hide abstract]
    ABSTRACT: The present study addresses the need for a conceptual model and empirical measure of diversity management at the firm level. Whereas earlier diversity management studies focused mainly on manager-employee interactions, we develop a firm-level framework and measuring instrument to diagnose firms’ diversity management competencies. We interviewed managers and content analysed interview transcripts to identify eleven broad firm-level diversity management competencies. To assess the reliability, construct- and criterion-related validity of our measure, we surveyed 157 respondents from 61 different companies. Results of this exploratory study showed that overall firm-level diversity management competencies predicted firm-level perceptions of both proximal and distal diversity management outcomes. In sum, the study develops a useful framework and measurement instrument to support diversity management efforts.
    The International Journal of Human Resource Management 11/2015; In press.
  • [Show abstract] [Hide abstract]
    ABSTRACT: We examine the impact of HPWS on the attitudes and retention of Chinese employees in multinational enterprises (MNEs) operating in China. More specifically, we examine the extent to which the degree of HPWS and the impact of these practices differ according to the country of origin of the MNE. We surveyed a sample of 410 Chinese employees currently working in Western and Asian MNEs. The findings indicate significant ‘country of origin’ effects, where employees of Western and Asian MNEs perceive different levels of HPWS are in operation in their respective organisations. Employee trust, job satisfaction and affective commitment are all important factors in the retention of Chinese employees of MNEs, with high levels of commitment being the most significant factor. However, the relative impact of these factors on employee retention differs by country of origin of the MNE.
    The International Journal of Human Resource Management 11/2015; DOI:10.1080/09585192.2015.1035305
  • [Show abstract] [Hide abstract]
    ABSTRACT: SMEs comprise 99.7% of all private sector businesses in Australia and employ 70% of the private sector workforce. They are therefore important to policies on flexible work arrangements (FWAs). The provision of FWAs has been found to usually contribute positively to employee well-being and business performance. However, the majority of studies focus on large firms and it is unclear whether these associations apply equally to SMEs. Using data from the Australian Bureau of Statistics Business Longitudinal database for 2007–2011(n = 2788), this study investigates the extent to which factors such as firm size, industry sector, terms of employment, employees’ skills and use of the internet at work affect the provision of FWAs in SMEs. The findings show that smaller businesses are constrained by resources to provide FWAs, but do so in pursuit of industry norms and/or as a result of the profile of their employees. It is also easier to provide FWAs in certain industries than in others and use of the internet facilitates the provision of FWAs.
    The International Journal of Human Resource Management 11/2015; DOI:10.1080/09585192.2015.1102160

  • The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1102159
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study uses the concept of emotional labour to illuminate areas of pressure and strain for teachers in English primary and secondary schools. It explores the impact of aspects of new public management reform on the nature and differences in the emotional labour experienced by teachers. The aim of this research was to help us understand the difficulties and tensions that this group of public sector professionals may be experiencing in the current environment. This research investigates the emotional side of teaching as a source of both job satisfaction and stress, in a performance-driven education sector. Findings show that the emotional labour presented differs in terms of its source, severity and impact on educational and personal goals and also that prescriptive and bureaucratically driven teaching frustrates teachers. The study contributes to the growing literature on emotional labour distinctive to public institutions. Theoretical and practical implications for recruitment, selection and training are discussed concluding with a research agenda.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1093014
  • [Show abstract] [Hide abstract]
    ABSTRACT: Empirical research to date has provided few insights into the values and performance norms of Generation Y in the workplace. Our exploratory qualitative study treats work values preferences as inferred performance behavior in an attempt to shed light on the Generation Y performance relationship in the Australian Public Service (APS). Adopting a person–organization values fit framework, our study draws attention to how Generation Y employees (N = 60) and older managers (N = 20) shape key aspects of performance around their own different values judgments of APS operational procedures (i.e. ‘unnecessary bureaucracy’ vs. ‘legitimate governance’) and merit-based promotion (i.e. ‘it’s just wasting people’s time’ vs. ‘younger employees expect too much, too soon’). Findings suggest areas of work supportive of an efficient Generation Y performance relationship (i.e. Generation Ys’ work ethic), as well as inefficient areas of performance where managers and Generation Y hold different work values preferences (i.e. unrealistic expectations; underperforming colleagues; decision-making processes). Performance implications associated with how managers may respond to the work values preferences of Generation Y are discussed.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1102161
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this research, we investigated the predictive powers of I-deals and job crafting on key employee outcomes (in-role work performance, citizenship behaviors directed at organization and co-workers, affective commitment and intentions to stay). In doing so, we also compared the explanatory degree of job crafting and I-deals on these outcomes. We used two sets of samples, both drawn from across different industries in Istanbul, Turkey. The first study examined the factorial structures of job crafting and I-deals scales. The second study is used to test our hypotheses regarding effects and strengths of I-deals and job crafting on the outcomes. Findings from series of structural equation models underscored that I-deals are more critical in leading to enhanced employee outcomes compared to the effects of job crafting. We discuss the role of these proactive behaviors in today’s ever-changing business settings.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1091370
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study analyses human resource management (HRM) in Men’s Sheds in Australia. Men’s Sheds are volunteer-based, not-for-profit, grass-roots community organisations that provide health-related resources and an avenue for largely older and retired men to engage with each other and the community. The research is timely given the escalating numbers of retired men and rising national health care costs in Australia. We used a sample of over 200 Men’s Sheds throughout Australia and matched 419 member responses to 162 leaders. Based on mediation analysis, we found that perceived human resource practices support the retention of membership and enhance the social connectedness, and health and well-being of men members. The quality of relationships between leaders and members was also important for membership retention. The study demonstrates the importance of HRM in grass-roots community-based organisations and its role in supporting the health and well-being of the community.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1088886
  • [Show abstract] [Hide abstract]
    ABSTRACT: Despite the increasing popularity of managerial coaching in organizations worldwide, little is known with regard to how gender and culture may affect managerial behavior. The present study is the first empirical study on managerial coaching on a global scale. Based on social role theory, role congruity theory, and cross-cultural theory, we first expect female leaders to engage in more coaching behavior than male leaders. Second, we expect that male leadership, particularly coaching behavior, is more influenced by societal culture than female leadership. Survey data were obtained from more than 600,000 employees, assessing coaching behavior of more than 130,000 practicing managers from 51 countries/areas. Results support both expectations. Taken together, this study has advanced our empirical and theoretical understanding of managerial coaching on a global scale.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1075570
  • [Show abstract] [Hide abstract]
    ABSTRACT: Capacity development (CD) partnerships between highly qualified expatriates and host-country counterparts are a commonly used tool by non-government organisations (NGOs) working in international development. This article reports on an empirical investigation of the factors contributing to the effectiveness of these interpersonal cross-cultural CD relationships. Using a variant of the critical incident technique, we explored 40 such relationships (20 effective and 20 ineffective) reported by 20 expatriates from an Australian international NGO who were embedded in international and domestic NGOs and government organisations in Vietnam. From our analysis, we propose a theoretical model that identifies the features of effective cross-cultural CD relationships. The model is intended to lay the foundation for future research as well as strategic action by organisations. It identifies shared trust between expatriate and counterpart as central to effective CD, supported by five enabling conditions relating to the perceptions, abilities and attitudes of participants, the way the work roles are structured, and the way that leaders in the host organisations manage the context of the relationship.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1093015
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study examines the role of knowledge management (KM) practices in fostering the improvisational capacities of employees. A survey data-set of 593 responses of employees in a city organisation was tested with partial least squares modelling. The results indicated that KM practices positively affect employee improvisation. The study suggests that organisations should pay conscious attention to KM practices that foster the utilisation of employee creativity for organisational success.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1088885
  • [Show abstract] [Hide abstract]
    ABSTRACT: Grounded in institutional theory, this study investigates the differential adoption and internalization of high-investment human resource (HR) values by local companies and by subsidiaries of US firms located throughout South Asia; and the impact of these HR values on firms’ performance. In line with our predictions, results suggest that US subsidiaries have a greater rate of adoption of high-investment HR values compared to local South Asian firms. Contrary to our predictions, however, both types of firms are similar in the level of internalization of their respective HR values. Finally, while greater levels of high-investment HR value adoption is associated with firm performance across the board, this relationship tends to be stronger for US MNCs’ subsidiaries compared to local South Asian companies. Theoretical and practical implications for the transfer and diffusion of high-investment HR values in institutionally and culturally distant contexts are discussed.
    The International Journal of Human Resource Management 10/2015; DOI:10.1080/09585192.2015.1075573