INTERNATIONAL JOURNAL OF MANPOWER

Scope & Guideline

Connecting Theory and Practice in Workforce Dynamics

Introduction

Explore the comprehensive scope of INTERNATIONAL JOURNAL OF MANPOWER through our detailed guidelines, including its aims and scope. Stay updated with trending and emerging topics, and delve into declining areas to understand shifts in academic interest. Our guidelines also showcase highly cited topics, featuring influential research making a significant impact. Additionally, discover the latest published papers and those with high citation counts, offering a snapshot of current scholarly conversations. Use these guidelines to explore INTERNATIONAL JOURNAL OF MANPOWER in depth and align your research initiatives with current academic trends.
LanguageEnglish
ISSN0143-7720
PublisherEMERALD GROUP PUBLISHING LTD
Support Open AccessNo
CountryUnited Kingdom
TypeJournal
Converge1970, from 1980 to 2024
AbbreviationINT J MANPOWER / Int. J. Manpow.
Frequency8 issues/year
Time To First Decision-
Time To Acceptance-
Acceptance Rate-
Home Page-
AddressFloor 5, Northspring 21-23 Wellington Street, Leeds, W YORKSHIRE LS1 4DL, ENGLAND

Aims and Scopes

The INTERNATIONAL JOURNAL OF MANPOWER focuses on the intersection of human resource management, labor market dynamics, and organizational behavior. It aims to provide insights into how manpower resources can be effectively managed for improved organizational performance and societal outcomes. The journal is dedicated to exploring a range of issues related to employment, workforce diversity, labor relations, and the impact of emerging trends such as digitalization and sustainability on the workforce.
  1. Human Resource Management Practices:
    The journal emphasizes the study of various human resource management (HRM) practices and their impact on employee behavior, organizational performance, and overall workforce effectiveness, addressing both traditional and contemporary HRM challenges.
  2. Labor Market Dynamics:
    Research on labor market trends, including employment discrimination, wage disparities, and the effects of economic changes on job opportunities, particularly for marginalized groups.
  3. Workplace Inclusion and Diversity:
    A core focus on understanding how diversity and inclusion initiatives affect organizational culture, employee satisfaction, and performance, particularly in relation to gender, ethnicity, and disability.
  4. Impact of Technology on Work:
    Exploration of how technological advancements, such as teleworking and digital HRM tools, influence employee engagement, job satisfaction, and overall workforce dynamics.
  5. Sustainability in HRM:
    Investigation of sustainable human resource management practices and their implications for environmental performance, employee well-being, and corporate social responsibility.
  6. Educational and Skills Mismatches:
    Analysis of the alignment between educational outcomes and labor market demands, focusing on issues such as overeducation and skill gaps that affect employment opportunities.
Recent publications in the INTERNATIONAL JOURNAL OF MANPOWER highlight emerging themes that reflect the current challenges and opportunities within the labor market. These trends indicate a responsive shift in research focus, aligning with contemporary workforce dynamics.
  1. Impact of COVID-19 on Employment:
    An increasing number of studies are examining the effects of the COVID-19 pandemic on labor markets, including telework, job security, and mental health, showcasing the need for adaptive workforce strategies.
  2. Employee Well-Being and Mental Health:
    There is a growing emphasis on employee well-being, exploring the psychological and social factors that influence job satisfaction, engagement, and productivity in various work settings.
  3. Green and Sustainable HRM Practices:
    Research into green human resource management is on the rise, focusing on how organizations can implement sustainable practices that benefit both the environment and employee engagement.
  4. Intersectionality in Labor Studies:
    Emerging studies are increasingly adopting intersectional frameworks to analyze how overlapping identities (e.g., race, gender, age) affect labor market outcomes and workplace experiences.
  5. Digital Transformation and Remote Work:
    The journal is seeing a surge in research related to the implications of digital transformation and remote work on employee performance, organizational culture, and management practices.
  6. Innovation and Knowledge Sharing:
    There is a noted increase in studies focused on the role of knowledge sharing and innovation within organizations, particularly in the context of high-performance work systems.

Declining or Waning

While the journal continues to explore a diverse range of topics, certain themes appear to be declining in prominence based on recent publications. This shift may reflect evolving priorities within the field of manpower research and changing societal contexts.
  1. Traditional Employment Models:
    Research focused on conventional employment structures and practices is becoming less prevalent, as the journal increasingly emphasizes flexible work arrangements and gig economy dynamics.
  2. Single-Dimensional Gender Studies:
    Papers solely focused on gender issues without intersectional analysis are less common, indicating a shift towards more comprehensive approaches that consider multiple identities and their interplay.
  3. Static Views on Workforce Development:
    There is a decreasing emphasis on static models of workforce development, with more attention being paid to dynamic and adaptive approaches that consider the rapid changes in labor markets.
  4. Regional Economic Studies:
    While still relevant, studies exclusively examining regional economic impacts on labor markets are less frequent, as there is a growing emphasis on global and comparative analyses.
  5. Traditional Training and Development Models:
    Research that strictly adheres to traditional training models without integrating modern learning approaches, such as digital or experiential learning, is declining.

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