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

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

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 1466-4399
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

  • [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; DOI:10.1080/09585192.2014.934897
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    ABSTRACT: This paper examines several individual coping strategies and employees' perception of organisational provision of work–life balance (WLB) programmes with a sample of 700 Australian employees. The combined effects of individual coping strategies and organisational provision of WLB programmes on employee affective well-being are examined, using structural equation modelling. Results indicate that individuals with positive attitudes and life coping strategies were more capable of achieving overall well-being. Both monetary- and non-monetary-based organisational WLB provision had no direct association with employee well-being, but had indirect effects via individual coping strategies to help employees achieve better well-being. Employee well-being was found to have a stronger association with individual effort than organisational deliberation in providing WLB programmes. Theoretical and practical implications of these study outcomes are discussed.
    The International Journal of Human Resource Management 03/2015; DOI:10.1080/09585192.2015.1020447
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    ABSTRACT: While the literature has suggested the possibility of breach being composed of multiple facets, no previous study has investigated this possibility empirically. This study examined the factor structure of typical component forms in order to develop a multiple component form measure of breach. Two studies were conducted. In study 1 (N=420) multi-item measures based on causal indicators representing promissory obligations were developed for the five potential component forms (delay, magnitude, type/form, inequity and reciprocal imbalance). Exploratory factor analysis showed that the five components loaded onto one higher order factor, namely psychological contract breach suggesting that breach is composed of different aspects rather than types of breach. Confirmatory factor analysis provided further evidence for the proposed model. In addition, the model achieved high construct reliability and showed good construct, convergent, discriminant and predictive validity. Study 2 data (N=189), used to validate study 1 results, compared the multiple-component measure with an established multiple item measure of breach (rather than a single item as in study 1) and also tested for discriminant validity with an established multiple item measure of violation. Findings replicated those in study 1. The findings have important implications for considering alternative, more comprehensive and elaborate ways of assessing breach. Keywords: Psychological contract breach; violation; multiple component forms; measures of breach; psychometric properties
    The International Journal of Human Resource Management 02/2015;
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    ABSTRACT: Skilled migrants are essential to the global economy, and both employers and states depend on them to maintain their competitive advantage. This is particularly true for the Swiss economy, which attracts an impressive number of migrants to counteract the national shortage of skilled workers. The Swiss context is particularly interesting to study because of the strong presence of multinational companies and a situation where the difference between qualified migrants and assigned expatriates is increasingly ethereal. Our study focuses on the adjustment of a population of 152 foreign employees from Swiss-based multinational companies and the adjustment of 126 spouses. We studied different adjustment dimensions focusing on local language proficiency and relocation support practices. Despite the highly multicultural and multilingual Swiss context, our data analysis highlighted relatively low cross-cultural adjustment scores (especially interaction adjustment). We uncovered the degree to which relocation support practices are offered, used and perceived as necessary by foreign employees and showed which support practices could be used to improve the adjustment of migrants.
    The International Journal of Human Resource Management 01/2015; 26(10). DOI:10.1080/09585192.2014.985328
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    ABSTRACT: Australian employers are increasingly reliant on migrants, but turnover among migrants is significantly higher than turnover among Australian-born workers. Job embeddedness theory emphasises the role of employee attachment in understanding retention. We interviewed migrants to learn the different kinds of attachments they created on- and off-the-job. Migrants generated on- and off-the-job fit and links using strategies suggested by job embeddedness theory, but they also actively increased cultural distance from their countries of origin, used spiritual similarity to create attachments at work and engaged with their communities by hosting social gatherings. However, in contrast to predictions from job embeddedness theory, good fit and many links were not accompanied by a sense of sacrifice – migrants perceived few costs associated with leaving their employers and communities. We use these results to suggest ways in which organisations might be able to increase the embeddedness of their migrant employees.
    The International Journal of Human Resource Management 12/2014; 26(10). DOI:10.1080/09585192.2014.990399
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    ABSTRACT: This paper examines the change agency of equality and diversity (E&D) officers with a specific emphasis on the role of extra-organizational influences and resources. The paper is informed by qualitative material collected through interviews with E&D officers from 20 higher education institutions in the UK. The paper offers an evidence-based analysis of the utility of extra-organizational mechanisms and intervention programmes for organizational E&D agenda and for the agentic influence of E&D officers. The paper contributes to both academic literature and policy-making. We present original empirical insights into the change agency of E&D officers by exploring the impact of extra-organizational bodies as potential mechanisms for support and influence. At the policy level, the paper provides evidence on the value of extra-organizational resources and tools that are produced by policy bodies in promoting progressive E&D agendas in organizations.
    The International Journal of Human Resource Management 12/2014; 26(9-ahead-of-print):1-16. DOI:10.1080/09585192.2014.934893
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    ABSTRACT: This qualitative study analyzes Chinese-Ghanaian employment in trade as an example of South-South cross-cultural labor relations. Based on ethnographic fieldwork, employment practices and labor conflicts are discussed with regard to psychological contract and equity. The analysis is guided by a process model of psychological contract that has been adjusted and extended in consideration of the dimensions of foreignness and cross-cultural communication. After briefly introducing the situation in Ghana we elaborate that under conditions of foreignness, employment relations are conflict prone because of contradictory equity expectations of employers and employees. We discuss how Ghanaian employees perceiving their psychological contract as violated attempt to restore equity by means of voice, silence, retreat or destruction and often fail due to lack of mutual cultural understanding between employers and employees. We conclude that exit in contrast to expectations is a viable option for employers rather than employees, but most employment relations, though defective, are perpetuated.
    The International Journal of Human Resource Management 12/2014; DOI:10.1080/09585192.2014.971844
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    ABSTRACT: This article explores Latin American Chief Executive Officers’ (CEOs’) perceptions about the influence of career self-management practices and chance events on their career pathways. Through an edited topical life story approach, we investigate the relationship between those variables throughout CEO’s career trajectories in the Latin American context. Semi-structured in-depth interviews with 22 CEOs working for multinational companies were conducted. Interviews were transcribed and analyzed with the aid of QSR NVivo 7 software. The study showed that even in volatile macroeconomic environments, typical of Latin American countries, CEOs do plan their careers. Career planning constitutes the backbone of the career management process. To deal with low predictability chance events, CEOs relied on active development network as the main career self-management practice. However, choice of mobility was the key career self-management behavior when responding to high predictability chance events. These central strategies were frequently combined with other career self-management practices, taking into consideration the type of chance event being responded to. According to this study, if individuals want to develop their careers in unstable environments, they will need to be proficient in career self-management practices, with particular emphasis on network development and choice of job mobility, as well as in happenstance skills.
    The International Journal of Human Resource Management 10/2014; DOI:10.1080/09585192.2014.964285
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    ABSTRACT: Drawing on discourse analyses of 36 in-depth interviews with elite business people from Turkey, the study identifies the networking patterns of new and established business elites in the context of economic liberalization and socioreligious transformation of the country. Through a comparative analysis of the so-called secular and religious elite networks, we demonstrate the role of institutional actors such as the government, and identity networks, based on religion and place of birth in shaping the form and content of social networks among business elites in Turkey. In order to achieve this, we operationalize Bourdieu’s notion of theory of practice and Granovetter’s theory of social networks, illustrating the utility of combining these approaches in explicating the form and content of social networks in their situated contexts, in which power and divergent interests are negotiated. Keywords: business elites; businesspeople association; cultural capital; social capital; social network; Turkey
    The International Journal of Human Resource Management 09/2014; DOI:10.1080/09585192.2014.938678.
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    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;
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    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 04/2014; 25(7):951-978. DOI:10.1080/09585192.2013.809012