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 2015
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
    ​ green

Publications in this journal

  • The International Journal of Human Resource Management 09/2015; 26(13):1779-1781. DOI:10.1080/09585192.2015.1024988
  • The International Journal of Human Resource Management 09/2015; 26(14):1907-1909. DOI:10.1080/09585192.2015.1035086
  • The International Journal of Human Resource Management 09/2015; 26(13):1782-1784. DOI:10.1080/09585192.2015.1024989
  • The International Journal of Human Resource Management 07/2015; 26(11):1520-1521. DOI:10.1080/09585192.2015.1021155
  • [Show abstract] [Hide abstract]
    ABSTRACT: Strategic human resource management (SHRM) represents a set of HRM practices that are aligned with firm strategies. The relationship between SHRM and organizational performance has been extensively examined; however, whether and how SHRM influences corporate entrepreneurship remains unknown. Based on the resource-based perspective, this study examined a model linking SHRM with corporate entrepreneurship. The importance of HRM people's political skill for a firm's development of devolved management through SHRM implementation was also examined. Data from a survey of 201 Chinese manufacturing firms confirm a significant relationship between SHRM and corporate entrepreneurship and that the relationship is partially mediated by a devolved management style. The relationship between SHRM and devolved management was shown to be stronger for firms with more politically skillful HRM people.
    The International Journal of Human Resource Management 07/2015; 26(12). DOI:10.1080/09585192.2014.953973
  • [Show abstract] [Hide abstract]
    ABSTRACT: Our study explores the relationship between employee engagement and foci-commitment of employees in professional service firms (PSFs). PSFs compete on the basis of their ability to encourage their employees to generate exceptional knowledge-based services and products, acting within and beyond the organizational boundaries. In order to achieve these outputs, the PSFs need to ensure that their professionals are engaged and committed. Drawing on 375 surveys from the employees of a global PSF, we compare two models to test the relationship between work engagement and multi-foci commitment: the organization, the client, the team and the profession. We first explore an overall positive effect of work engagement on commitment to all four foci. We then compare the overall impact to the independent effects of work engagement dimensions on four commitment foci. Our findings suggest that work engagement with three dimensions is a better-fitting model in the PSFs context.
    The International Journal of Human Resource Management 07/2015; 26(12). DOI:10.1080/09585192.2014.953972
  • [Show abstract] [Hide abstract]
    ABSTRACT: Based on 14 in-depth interviews, this paper explores the unique workplace experiences of transgender individuals in the UK employment context. The paper identifies gender identity diversity as a key blind spot in HRM and diversity management research and practice. The findings reveal the range of workplace challenges experienced by transgender employees. Major findings are that discriminatory effects are often occupation- and industry-specific; transition is a period where many transgender workers suffer due to lack of proper organisational support; and expertise deficits exist in supporting and accommodating transgender employees' needs. In unpacking these experiences, the paper demonstrates the distinctive dimensions of challenges faced by transgender employees, revealing the need for conceptually expanding how we frame diversity and diversity management. Our findings identify the necessity for an emic approach not only to researching diversity but also to devising organisational diversity strategies. The paper provides recommendations for HRM policy and practice in order to develop a more sophisticated approach to achieving inclusion.
    The International Journal of Human Resource Management 06/2015; DOI:10.1080/09585192.2015.1042902
  • [Show abstract] [Hide abstract]
    ABSTRACT: Mobility is a central leitmotif in the literature on international assignments and global careers, yet the work of analysing and explaining mobility patterns and their consequences remains challenging, especially for different expatriate types and cohorts. In this study, we distinguish multiple mobility root trajectories, namely work-related mobility, non-work-related experiences, early international exposure, inter-company or inter-industry movements and cultural proximity or distance between the home and host location of the expatriate, in order to analyse the patterns of mobility among a cohort of self-initiated expatriates (SEs) and conventional expatriates (CEs). Data obtained from 344 SEs and 74 CEs working in the banking sector in Saudi Arabia were used to analyse how the two cohorts differ in terms of their international mobility patterns. Our results suggest that the two cohorts do vary in their international mobility patterns, especially relating to work and non-work-related mobility, early international exposure, cultural proximity/distance and inter-company and inter-industry movements
    The International Journal of Human Resource Management 06/2015; 26(15):1936-1954. DOI:10.1080/09585192.2015.1041757
  • [Show abstract] [Hide abstract]
    ABSTRACT: Internationalization has become an integral part of organizations. This trend has no nationality. Predictions for the future indicate that internationalization will continue to grow, as companies from developing countries and emerging markets enter the global economy. Yet internationalization is just one trait characterizing contemporary organizations. Another is the tendency of successful organizations to build their competitive advantage using the unique features of human capital. The relationship between these two practices justifies the growing importance of managing human resources on an international scale. This paper aims to extend the knowledge of performance management practices as implemented by companies developing their international operations. This paper explores the importance of two issues. First, there continues to be a dearth of information on how to configure the performance management (PM) system during the transformation that accompanies internationalization in international human resource management literature. Second, in the area of international publications, there is a shortage of information dedicated to human resource management issues from developing countries, especially Poland - one of the fastest growing economies in the UE, ranked ninth among the top places in the world for outsourcing. As the direct investment activities of Poland are becoming more visible, especially in European Union countries, this paper focuses on an examination of these issues.
    The International Journal of Human Resource Management 06/2015; 26(15):1965-1982. DOI:10.1080/09585192.2015.1041758
  • [Show abstract] [Hide abstract]
    ABSTRACT: This conceptual article explores the role of temporal dynamics in the study of expatriate adjustment. We introduce the dimensions and the domains of adjustment and discuss the dynamics between them, as well as the dynamics between antecedents, state and consequences of adjustment. Issues such as the role of time lags, duration and rate of change as well as reciprocal causation are discussed. We address the consequences of these issues for theory building in the area of expatriate adjustment and the implications for methodological choices. We conclude with specific recommendations for the future research of expatriate adjustment that recognise the nature of adjustment as a process evolving over time and that we hope will enhance the rigour and relevance of this area of research.
    The International Journal of Human Resource Management 06/2015; 26(15):1920-1935. DOI:10.1080/09585192.2015.1041762
  • [Show abstract] [Hide abstract]
    ABSTRACT: Research in the field of mergers and acquisitions (M&A) has extensively examined potential sources of failure and success. However, despite increasing attention from scholars, only a handful of studies have actually investigated M&A processes. Adopting a process perspective is crucial to unraveling the underlying micro-behavioral foundations of M&A. This paper focuses on why M&As rarely reach their full potential. Specifically, we address these issues by providing an in-depth review of mechanisms contributing to M&A failure and developing a processual framework. We argue that behavioral factors at the individual and organizational levels impede rational and effective decision-making before, during and after an acquisition and suggest that communication climate plays a vital role in facilitating effective integration and may serve as a platform to improve M&A performance.
    The International Journal of Human Resource Management 06/2015; DOI:10.1080/09585192.2015.1042003
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study advances our understanding of HRM within emerging market multinational enterprises (EM-MNEs) by examining the extent to, and mechanisms by, which Brazilian MNEs standardise or localise their performance management (PM) policies and practices, and the factors that influence their design and implementation. We explored these issues through qualitative case studies of three Brazilian MNEs. The analysis of interview data reveals a strong tendency for Brazilian MNEs to centralise and standardise their PM policies and practices. The key finding of this paper is that PM practices within Brazilian MNEs are not based on indigenous Brazilian practices, but, rather, are heavily influenced by global best practices. The findings are at odds with previous research, which suggests that EM-MNEs apply different HR practices in developed country subsidiaries and developing country subsidiaries. Also, contrary to expectations, our results indicate that institutional distance does not have a significant influence on the adaptation of PM practices at subsidiary level.
    The International Journal of Human Resource Management 06/2015; DOI:10.1080/09585192.2015.1042900
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study examines predictors of work-care arrangements in South African organisations. It investigates the adoption of 23 work-care arrangements in organisations listed on the Johannesburg Stock Exchange. Organisational size, female presence in the organisation and in trade unions, female leadership and trade union density are tested as predictors of the adoption of these arrangements. In addition, foreign ownership, a previously untested variable predicting the adoption of work-care arrangements, is included in this study. The findings show that the level of adoption of work-care arrangements in South African organisations is low. Organisational size and female presence in senior managerial positions are found to be associated with the greater adoption of work-care arrangements. The study adds to existing work-family research by examining work-care integration in a non-Western context. Furthermore, the study is innovative in the addition of foreign ownership as an independent variable and the inclusion of a broader range of work-care arrangements in the study. The study is relevant for other developing nations and extends the existing research on employer involvement in work and care in developed nations.
    The International Journal of Human Resource Management 06/2015; DOI:10.1080/09585192.2015.1042898
  • The International Journal of Human Resource Management 05/2015; 26(10). DOI:10.1080/09585192.2015.1014695
  • [Show abstract] [Hide abstract]
    ABSTRACT: The topic of international migration has gained increasing importance for organizations as they expand internationally. In this paper, we review prior research on human resource management (HRM) of international migrants to identify gaps in the literature. We then discuss paths for future research and present the papers in this special issue, so as to offer a better understanding of HRM of international migrants.
    The International Journal of Human Resource Management 05/2015; 26(10). DOI:10.1080/09585192.2015.1011844