Human Resource Management
© Wiley Periodicals, Inc.
Edited By: James C. Hayton
Impact Factor: 1.293
ISI Journal Citation Reports © Ranking: 2014: 34/76 (Psychology Applied); 86/185 (Management)
Online ISSN: 1099-050X
Recently Published Issues
Call for Papers: Special Section
Human Resource Management is soliciting and accepting papers for a special section of the Journal. This section will focus on research methods in HRM. We would like to invite papers for this section, which will be part of the HR Science Forum. Below are more details.
We are interested in receiving papers that help researchers in HRM understand the best practice application of specific research methods, research tools, and research designs.
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Call for Papers: Special Issue
Women’s Career Equality and Leadership in Organizations:
Creating Evidence-based Positive Change
Guest Editor: Ellen Ernst Kossek
Although in recent years, women have increased their representation in the labor market, they remain under-leveraged as a source of talent and leadership in in employing organizations in nearly every country around the globe. For example women only constitute 4.6% of CEO positions and 19.2% of board directors at S&P 500 companies (Catalyst, 2015). They hold only about one fifth of seats in Congress, Senate and House of Representatives (Center for the American Woman and Politics, 2015). Despite their competence or experience, women are also under-utilized as a source of talent in many well-paid growing industries and occupations. For example, they comprise only 11% of Silicon Valley executives and only 20% of software developers. Empirical studies show that men are much more likely to find a job in STEM (Science Technology, Engineering and Math) fields compared with women with the same mathematical reasoning ability (Lubinski, Benbow, & Kell, 2014); they are also less likely to turnover, and more likely to advance in their careers. Even educational institutions seem to have a glass ceiling, as only 26% of the college presidents in the U.S. are women while more than 57% of the students in colleges and universities are women (Forbes, 2014).
One of the most critical issues is the persistent research to practice gap. Most of the research on gender equality does a better job at describing problems in human resources practices and organizational structures and climates than in coming up with evidence- based understanding regarding how to develop solutions to address womens’ underutilization at the top of organizations and across occupations and professional roles.
The goal of this special issue of Human Resource Management is to showcase the most up to date knowledge, bridging interdisciplinary multi-level and evidence-based research and practice to foster positive change to advance women’s career equality and leadership in employing organizations. Our focus is on the research that takes an employer and organizational view; or is multi-level bridging individual and organizational perspectives on the employment relationship.
We encourage authors to submit conceptual, empirical, and/or case-based research papers which employ a variety of theoretical and methodological approaches. We are especially interested in papers with data that take a multi-level perspective to evaluate change, and inclusive of employee and employer views within and across employment and cultural and occupational contexts. Workplace intervention studies are also most needed.
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Call for Papers: Special Issue
HRM Special Issue: Workforce Analytics
Guest Editor: Mark Huselid
Research on the impact of HR management policies and practices on firm performance has a long history in the social sciences. For much of this time both scholars and practitioners have focused on assessing the impact of HR function activities. What is new and potentially important in the current environment is a shift in emphasis from assessing the activities performed by the HR function to developing a better understanding of the productive outcomes associated with the workforce. More specifically, the focus has shifted from assessing the levels associated with a particular workforce attribute (e.g., what is our cost per hire?) to understanding the impact of the workforce on the execution of firm strategy (e.g., how might an increase in the quality of our project managers affect our new product cycle time?).
Driving these changes is the recognition by both scholars and practitioners that for many firms more effective workforce management represents a substantial and unrealized business opportunity. Both the empirical research as well as practical experience would suggest that most firms exhibit a workforce “information and management failure,” in that the most expensive organizational investment (many firms routinely spend between 50% and 70% of their revenues on direct and indirect workforce costs) is often the least well measured and managed. Fortunately, the availability of significantly enhanced data and informatics have made many new types of workforce analytics not only feasible but also relatively inexpensive to perform.
The emerging field of Workforce Analytics has the potential to make a number of importance contributions to the ability of managers to proactively execute their firm’s strategy. But capitalizing on these opportunities means that leaders (both HR and line) will need to develop a comprehensive understanding of how the workforce contributes to their strategic success – and this understanding will then need to be reflected in the workforce metrics and analytics that they develop and deploy. From a conceptual perspective, effective workforce analytics should reflect a move from descriptive to inferential statistics, and these analyses should help us understand: How can we more effectively execute strategy through our workforce?
The goal of this special issue of Human Resource Management is to showcase the latest thinking, research, and practical advances in the field of workforce analytics. We encourage authors to submit conceptual, empirical, and/or case-based research papers which employ a variety of theoretical and methodological approaches.