The International Journal of Human Resource Management (Int J Hum Resource Manag )

Publisher: Taylor & Francis

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.

  • Impact factor
    1.04
  • 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
    1466-4399
  • OCLC
    37786903
  • Material type
    Document, Periodical, Internet resource
  • Document type
    Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

Taylor & Francis

  • 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 either 12 months embargo for STM, Behavioural Science and Public Health Journals or 18 months embargo for SSH journals
    • 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
    • STM: Science, Technology and Medicine
    • SSH: Social Science and Humanities
    • Publisher last contacted on 25/03/2014
    • 'Taylor & Francis (Routledge)' is an imprint of 'Taylor & Francis'
  • Classification
    ​ green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Whereas there is some evidence on the outcomes of employeeorganizationexchange relationships and leader-member exchange (LMX) relationships, less is known about their combined role as predictors of employee outcomes. Relying on a recent conceptualization of social leader-member exchange (SLMX) and economic leader-member exchange (ELMX) as two separate dimensions of LMX, the present study explored whether SLMX and ELMX moderate the associations between organizational social and economic exchange and affective commitment. The main finding was that the association between organizational economic exchange and affective commitment is attenuated by SLMX. In addition, a positive association between intrinsic motivation and affective commitment was also unveiled, suggesting that affective commitment is not only determined by the prosocial motivation emanating from social exchange relationships, but also from the intrinsic motivation inherent in the work itself
    The International Journal of Human Resource Management 12/2015;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Ethnic conflict is a defining characteristic of the post-Cold War era and is prevalent particularly in emerging economies, areas of increasing interest to multinational enterprises. Yet little is known about the international human resource management challenges arising from such societal context. Utilizing social identity theory, we propose that ethnic homophily perceptions in the workplace—an employee’s assessment that colleagues prefer working with ethnically similar others— is a reflection of the societal context and can be detrimental to the organization if not managed appropriately. We investigate whether contact theory offers insights to manage such perceptions. Drawing on a sample of 550 managers in Sri Lanka during a period of protracted ethnic conflict, we found that employee sensitivity to ethnic conflict in the societal context is positively related to ethnic homophily perceptions in the workplace, and that both ethnic diversity in workgroups and quality of work relationships serve to reduce perceptions of ethnic homophily.
    The International Journal of Human Resource Management 09/2014;
  • The International Journal of Human Resource Management 09/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: The purpose of this study is to examine the interaction effects of two commitment foci (parent company and local operation commitment) on a focal work behavior (retention in an international assignment). Accordingly, this study formulated and tested four hypotheses by using hierarchical regression, moderated regression analyses and plots of two-way interactions. The data were gathered from 471 Western expatriates working for the subsidiaries of multinational companies in Vietnam. The results confirmed that all components (affective, normative and continuance) of parent company commitment and local operation commitment positively predicted retention in international assignments; however, the retention was more driven by the parent company commitment. Besides, the relationships between two components (affective and continuance) of local operation commitment and retention were moderated by the corresponding components of parent company commitment. The findings improve the understanding of dual commitment's links to work behaviors in international business contexts. Moreover, as to the practical implication, multinational companies were recommended to be aware of the level of expatriate commitments to two foci in order to reduce the rate of premature return.
    The International Journal of Human Resource Management 07/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Leadership and talent retention are critical HR-related components in post-merger and acquisition (M&A) integration, but the extent to which these factors interact with each other and eventually contribute to the success of post-M&A integration is under-explored. The present study investigates the effect of leadership styles on talent retention strategies and on the effectiveness of post-M&A integration in a Chinese context. Based on in-depth examination of an M&A case study, we propose that an authoritative, coaching, task-focused and relationship-focused approach has a positive influence on talent retention and effective post-M&A integration in a Chinese context. As far as talent retention strategies are concerned, authoritative leaders use communication, whereas leaders adopting a coaching style use an incentive structure to positively influence talent retention. Furthermore, task-focused leaders use position and performance in order to identify and retain talented employees. By contrast, relationship-focused leaders emphasize the guanxi network, communication and an incentive structure in their strategies of talent retention.
    The International Journal of Human Resource Management 05/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: This qualitative study examines perceived meanings of career success across 11 countries. The results show that people define career success in ways that enrich and illuminate the basic dichotomy of objective and subjective career success and establish their relative strengths across countries. Juxtaposing our data with human resource management (HRM) practices, we contribute to the universalist versus contextualist debate in HRM by adding the career management angle. We shed light on the relative importance of cultural and institutional factors for HRM in the area of careers and add a global perspective to the discussion about agentic careers. In our discussion we offer practical suggestions for multinational companies including how to individualize HRM to address diverse views of career success. Keywords: agentic careers; career success; cross-cultural comparison; qualitative study; universalist versus contextualist HRM To cite this article: Y. Shen, B. Demel, J. Unite, J.P. Briscoe, D.T. Hall, K. Chudzikowski, W. Mayrhofer, R. Abdul-Ghani, B. Bogicevic Milikic, O. Colorado, Z. Fei, M. Las Heras, E. Ogliastri, A. Pazy, J.M.L. Poon, D. Shefer, M. Taniguchi & J. Zikic (2014): Career success across 11 countries: implications for international human resource management, The International Journal of Human Resource Management, DOI: 10.1080/09585192.2014.962562 To link to this article: http://dx.doi.org/10.1080/09585192.2014.962562 Free download: http://www.tandfonline.com/eprint/YJXS5DiJyCeqbHzDaYnx/full
    The International Journal of Human Resource Management 01/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: This study is based on the psychological contract theoretical model. It provides an empirical test of the antecedents and consequences of psychological contract violation (PCV) that was caused by the wage reduction of Portuguese public servants. We collected data from a sample of 212 employees who worked in public organizations across different sectors. These positions entail different functions and suffered different levels of wage reduction. A Structural Equation Model was used to analyze the data. The results show that employees’ attributions of this psychological contract breach relate to their perception of PCV. In addition, our findings also suggest that public servants have two distinct psychological contracts and that the PCV of the organization where they work depends upon the PCV of the public institution. Moreover, we verified that the PCV of the public institution is the mechanism that explains the relationship between the meaning attached to wage reduction and the PCV of the organization where they work. Finally, our findings confirm that the PCV of the organization where they work mediates the relationship between the PCV of the public institution and the commitment and turnover intentions of public servants. Thus, the findings demonstrate the utility of the psychological contract framework in explaining public servants’ reactions to wage reduction.
    The International Journal of Human Resource Management 01/2014;
  • The International Journal of Human Resource Management 01/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Despite being regarded as a critical psychological process influencing the effectiveness of change initiatives, concerns about change have not received empirical attention in the organizational change literature. The present study addresses this issue by examining the relationships among employees’ concerns about change (conceptualized as including concerns about the contents and benefits of change, and concerns about mastering the change), commitment to change and innovative work behavior. First, in a hospital undergoing a major administrative change (N ¼ 435), concerns about change were generally found to be negatively related to affective and normative commitment to change and positively related to continuance commitment to change. These results were replicated in a chemical and pharmaceutical company undergoing a technological change (N = 113), except that concerns about change were unrelated to normative commitment to change. In addition, employees’ innovative work behavior moderated the relationship of concerns about change to affective commitment to change such that the relationship was negative when innovative behavior was low but nonsignificant when innovative behavior was high. This study provides scholars and practitioners with a theoretically and empirically grounded framework for assessing employees’ concerns about change, and moves research a step forward into identifying the behaviors that organizations should support to counteract this psychological threat.
    The International Journal of Human Resource Management 01/2014; 25(7):951-978.
  • The International Journal of Human Resource Management 01/2014;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Knowledge workers are highly sought after to help organizations establish their competitive advantage. However, getting them to want to stay with an organization is a challenge indeed. Furthermore, with claims that they are different from traditional workers, it remains unclear as to what will influence them to want to stay. Hence, the purpose of this paper is to determine whether pay satisfaction and career management (opportunity for skill enhancement and mentoring relationship) can influence the level of affective commitment among knowledge workers. Data measuring the abovementioned variables was gathered from 350 respondents representing varied occupation to ensure representation of all levels of knowledge work. Findings indicate that the proposed factors significantly influence the level of affective commitment among knowledge workers engaged in low knowledge work category. For their counterparts involved in high knowledge work, these factors had minimal influence. This paper implies that organizations should refrain from employing generic strategies to improve affective commitment among knowledge workers. Instead, attention should be paid onto the level of knowledge work when selecting the appropriate strategy. This paper incorporated the micro-level characteristic of knowledge work to traditional relationship with emphasis on how different strategies appeal to different knowledge work categories.
    The International Journal of Human Resource Management 10/2013; 24(20).
  • [Show abstract] [Hide abstract]
    ABSTRACT: The concept of goal orientations and their effects on workplace behavior has been traditionally examined in a domestic context and often within the same organization. This article addresses the shortage of empirical research in this area by exploring whether goal and achievement motivation theory holds in an international Middle Eastern context. Based on data from 225 international sales agents (ISAs) located in the UAE, our findings extend the extant literature by providing fresh insights into an interfirm and international context. Using structural equation modeling, the findings confirm 10 hypotheses, and we specifically discover that both positive and negative feedback lead to greater learning and performance orientation that in turn influence ISAs located in the Middle East to work harder and smarter, which ultimately leverages performance outcomes. Several managerial implications for HRM practice are extracted from the study and directions for future research are provided.
    The International Journal of Human Resource Management 09/2013; 25(2):317-340.
  • [Show abstract] [Hide abstract]
    ABSTRACT: In the current global economic environment, companies aiming to obtain lasting competitive advantages must be aware of those abilities that differentiate the company from its competitors. In this sense, personnel training may stimulate the development of certain capabilities related to the company's human resources, which could support this differentiation and hence the desired competitive advantage. For this reason, we have considered as an aim of this work to analyse personnel training as a policy for the development of the organisation's human capital, and its influence on the impulse of three differentiating capabilities, namely the employees' knowledge or know-how, the generation of a collective mind and the organisational commitment of personnel. In this article, we shall first analyse from a theoretical point of view the influence of the company's training policies on the development of certain differentiating capabilities. Then, we shall empirically prove this theoretical relation within the framework of the different business units of a financial institution.
    The International Journal of Human Resource Management 07/2013; 23(13):2680-2697.