Human Resource Management
Copyright © 2015 Wiley Periodicals, Inc., A Wiley Company
Edited By: James C. Hayton
Impact Factor: 1.395
ISI Journal Citation Reports © Ranking: 2013: 28/75 (Psychology Applied); 71/173 (Management)
Online ISSN: 1099-050X
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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.
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.