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

Publisher: Routledge

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

Routledge

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author cannot archive a post-print version
  • Restrictions
    • 12 month embargo for STM, Behavioural Science and Public Health Journals
    • 18 month embargo for SSH journals
  • Conditions
    • Some individual journals may have policies prohibiting pre-print archiving
    • Pre-print on authors own website, Institutional or Subject Repository
    • Post-print on authors own website, Institutional or Subject Repository
    • 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)
    • Publisher will deposit to PMC on behalf of NIH authors.
    • STM: Science, Technology and Medicine
    • SSH: Social Science and Humanities
    • 'Taylor & Francis (Routledge)' is an imprint of 'Taylor & Francis'
  • Classification
    ​ yellow

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: 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;
  • 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;
  • [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.
  • [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.
  • The International Journal of Human Resource Management 05/2013;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Previous studies have addressed the vulnerability of migrants in the workplace by focusing on problems related to one of four key factors: national context, networks, employment relationships and individual acculturation. In this paper, these past findings are reviewed and it is proposed that in order to obtain a thorough understanding of the reasons why migrants are vulnerable in the workplace, it is recommended that a relational perspective be adopted in which these factors are regarded as fundamentally intertwined. Theoretical propositions are provided to explain how these four factors interact in determining the problems faced by migrant workers. Finally, recommendations are provided to human resource managers based on the proposed framework, with the ultimate goal of ameliorating the vulnerability of migrants in the workplace.
    The International Journal of Human Resource Management 01/2013; http://dx.doi.org/10.1080/09585192.2013.845427.

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