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
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Current Issue:January/February 2016
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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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Access to Human Resource Management
Top Accessed Articles of the 2015 Volume Year
Read the top accessed articles in Human Resource Management for the 2015 volume year:
- Looking Forward to Performance Improvement: A Field Test of the Feedforward Interview for Performance Management
Marie-Hélène Budworth, Gary P. Latham and Laxmikant Manroop
Article first published online: 14 AUG 2014
- Understanding and Improving Teamwork in Organizations: A Scientifically Based Practical Guide
Eduardo Salas, Marissa L. Shuffler, Amanda L. Thayer, Wendy L. Bedwell and Elizabeth H. Lazzara
Article first published online: 29 OCT 2014
- Gender-Specific Preferences in Global Performance Management: An Empirical Study of Male and Female Managers in a Multinational Context
Marion Festing, Lena Knappert and Angela Kornau
Article first published online: 15 AUG 2014
- Retaining Employees Through Anti–Sexual Harassment Practices: Exploring the Mediating Role of Psychological Distress and Employee Engagement
Kaifeng Jiang, Ying Hong, Patrick F. McKay, Derek R. Avery, David C. Wilson and Sabrina D. Volpone
Article first published online: 24 JUN 2014
- Managing Inclusiveness and Diversity in Teams: How Leader Inclusiveness Affects Performance through Status and Team Identity
Rebecca Mitchell, Brendan Boyle, Vicki Parker, Michelle Giles, Vico Chiang and Pauline Joyce
Article first published online: 24 FEB 2015
- The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective
Janet A. Boekhorst
Article first published online: 18 NOV 2014
- Gender Diversity and Board Performance: Women's Experiences and Perspectives
Nada K. Kakabadse, Catarina Figueira, Katerina Nicolopoulou, Jessica Hong Yang, Andrew P. Kakabadse and Mustafa F. Özbilgin
Article first published online: 6 FEB 2015
- Experience Matters? The Impact of Prior CEO Experience on Firm Performance
Monika Hamori and Burak Koyuncu
Article first published online: 24 SEP 2014
- Selecting the Good vs. Rejecting the Bad: Regulatory Focus Effects on Staffing Decision Making
Kristine M. Kuhn
Article first published online: 14 OCT 2014
- Orientation Training and Job Satisfaction: A Sector and Gender Analysis
Vurain Tabvuma, Yannis Georgellis and Thomas Lange
Article first published online: 28 JAN 2015
Call for Papers: Special Issue
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.