INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT

Scope & Guideline

Exploring the Intersection of People and Strategy

Introduction

Welcome to the INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT information hub, where our guidelines provide a wealth of knowledge about the journal’s focus and academic contributions. This page includes an extensive look at the aims and scope of INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, highlighting trending and emerging areas of study. We also examine declining topics to offer insight into academic interest shifts. Our curated list of highly cited topics and recent publications is part of our effort to guide scholars, using these guidelines to stay ahead in their research endeavors.
LanguageEnglish
ISSN0958-5192
PublisherROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Convergefrom 1990 to 2024
AbbreviationINT J HUM RESOUR MAN / Int. J. Hum. Resour. Manag.
Frequency22 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
Address2-4 PARK SQUARE, MILTON PARK, ABINGDON OX14 4RN, OXON, ENGLAND

Aims and Scopes

The INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT focuses on a diverse range of topics related to human resource management (HRM) practices, theories, and implications in various organizational contexts. The journal serves as a platform for scholarly exchange, emphasizing empirical research that contributes to the understanding of HRM's role in enhancing organizational effectiveness and employee well-being.
  1. Strategic Human Resource Management:
    The journal consistently explores how HRM strategies align with organizational goals and the impact of these strategies on overall performance, emphasizing the importance of integrating HRM into broader business strategies.
  2. Diversity and Inclusion:
    A significant focus is placed on understanding the dynamics of diversity and inclusion within organizations, examining how these factors influence employee engagement, satisfaction, and organizational culture.
  3. Employee Well-being and Mental Health:
    Research on the intersection of HRM practices and employee well-being is prevalent, highlighting the role of HR in promoting mental health and work-life balance, particularly in challenging work environments.
  4. Workplace Relationships and Organizational Culture:
    The journal addresses the significance of interpersonal relationships, organizational culture, and their influence on employee behavior, engagement, and performance.
  5. Technological Advances in HRM:
    There is a growing interest in the implications of technology on HRM practices, including the integration of AI and data analytics in recruitment, performance management, and employee engagement.
  6. Global and Cross-Cultural HRM:
    The journal examines HRM practices in international contexts, focusing on the challenges and opportunities presented by globalization and cross-cultural differences in managing human resources.
  7. Human Resource Development and Talent Management:
    Research on talent management strategies, including training, development, and career progression, is a core area, emphasizing how organizations can effectively nurture and retain talent.
The field of human resource management is witnessing a dynamic evolution, with several themes gaining traction in recent publications. These emerging topics reflect contemporary challenges and innovations in the workplace, highlighting the journal's responsiveness to shifts in the HR landscape.
  1. Remote Work and Flexibility:
    The impact of remote work arrangements, particularly in the context of the COVID-19 pandemic, has become a prominent theme, exploring how organizations can support employee well-being and productivity in flexible work environments.
  2. Green Human Resource Management:
    Research focusing on sustainable HRM practices is on the rise, emphasizing the role of HR in promoting environmental sustainability and employee engagement in green initiatives.
  3. Diversity, Equity, and Inclusion Practices:
    There is an increasing emphasis on strategies for fostering diversity, equity, and inclusion within organizations, particularly concerning marginalized groups and non-binary identities.
  4. Use of Technology in HRM:
    Emerging research on the integration of technology, such as AI and machine learning, in HR processes is gaining attention, examining how these tools can enhance HRM effectiveness and decision-making.
  5. Employee Mental Health and Well-being:
    A growing body of literature is focusing on mental health initiatives within organizations, exploring how HRM can effectively address and support employee well-being in high-stress environments.
  6. Agile HR Practices:
    The trend towards agile HR practices is emerging, with research exploring how organizations can adopt more flexible and adaptive HR strategies to respond to rapid changes in the business landscape.
  7. Intersectionality in HRM:
    There is a rising interest in understanding the intersectionality of various identities within the workplace, examining how multiple social categories influence employee experiences and HR practices.

Declining or Waning

As the landscape of human resource management evolves, certain themes within the INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT have shown signs of declining prominence. This may reflect changing priorities within the field or a shift in focus toward more pressing contemporary issues.
  1. Traditional Performance Appraisal Systems:
    There has been a noticeable decline in research focused on conventional performance appraisal methods, as organizations increasingly adopt more dynamic and continuous feedback mechanisms.
  2. Job Security and Stability:
    With the rise of gig economy and flexible work arrangements, traditional notions of job security and stability are less frequently explored, indicating a shift in focus toward adaptability and resilience in employment.
  3. Conventional Employee Relations:
    Research on traditional employee relations frameworks is diminishing, as newer models emphasizing collaboration, mutual benefit, and employee voice gain traction.
  4. Static HR Policies:
    There is a waning interest in static HR policies that do not adapt to changing organizational needs, as the focus shifts toward more flexible and responsive HR practices.
  5. Focus on Senior Management Perspectives:
    Research that primarily reflects the perspectives of senior management is declining, with an increasing emphasis on the voices of employees and middle management in HRM discussions.

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