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The purpose of this study was to examine communication clarity in calls for papers issued by peer reviewed journals for special issues. I wanted to explore what could hinder and help guest editors to communicate their intent to potential contributors. I searched peer reviewed journals in the field of human resource management published by five leading publishers, including Emerald, Sage, Wiley, Taylor & Francis, and Elsevier. Forty‐seven journals were identified, and the sample included 33 calls for papers that I examined using content analysis. The results showed that many guest editors include a problem statement; purpose statement including explicative statements and specifications; and research questions, topics, or themes. Based on this result, I created a composite profile that describes how guest editors typically craft their calls, including the average number of sources, topics, and paragraphs. I also identified eight additional tools guest editors use to increase clarity of their calls. Additionally, my analysis indicated that guest editors vary greatly in their approaches to crafting calls for papers. I identified a number of inconsistencies, inaccuracies, omissions, and redundancies that could confuse or discourage potential contributors. Journal editors could use the results of this study to examine their editorial strategies and practices and revise and improve their guidelines and templates related to special issues and their calls. Special issue guest editors might use the study results to increase the chances of receiving quality submissions. [ABSTRACT FROM AUTHOR]

In multinational surveys, mixed-mode administration modes (e.g. combining Internet and paper-and-pencil administration) are increasingly used. To date, no studies have investigated whether measurement equivalence exists between Internet data collection and data collection using the conventional paper-and-pencil method in organisational surveys which include a large number of countries. This paper examined the measurement equivalence of a truly global organisational survey across Internet and paper-and-pencil survey administrations. Data from an organisational survey in 16 countries ( N = 52,461) across the globe were used to assess the measurement equivalence of an organisational climate measure within each country in which the survey was administered. The empirical data provided strong indications which support the measurement equivalence of the multi-item survey instrument across Internet and paper-and-pencil surveys in virtually all countries in which the survey was conducted. These findings suggest that merging data obtained through Internet and paper-and-pencil data administration in a particular country is legitimate as no evidence was found for differential effects across both modes of data collection. [ABSTRACT FROM AUTHOR]

Presents a case study of the human resource management approach of the Finnish-owned Caledonian Paper company at Irvine New Town in Scotland. Background of the company; Essence of the corporate culture or management style of Caledonian Paper; Provisions of the employment policy of the company; Relationship between the nature of the organization's competitive strategy and the need for workforce flexibility.

Using a bare‐bones meta‐analysis, the present study examined the effectiveness of the use of commonly considered alternative predictor methods as a means to reduce subgroup differences (i.e., the method‐change approach), taking into account the constructs assessed. With a focus on assessment centers, interviews, situational judgment tests, and work samples as alternative methods, the results indicated that consonant with the construct/method distinction, the effectiveness of a method in reducing subgroup differences is a function of the constructs assessed. Specifically, there are larger White‐African American subgroup differences that favor Whites for cognitive constructs on paper‐and‐pencil tests compared to the alternative methods; and most notably, the opposite result was obtained for noncognitive constructs such that, compared to paper‐and‐pencil assessments, substantially larger White‐African American subgroup differences were observed for alternative methods. A similar pattern of results was obtained for White‐Hispanic comparisons, albeit based on a smaller number of data points. In summary, the study's results indicate that the ubiquitously asserted effectiveness of the method‐change approach for reducing subgroup differences is overstated, with said effectiveness depending on the construct assessed. [ABSTRACT FROM AUTHOR]

Practitioners are not adequately prepared to handle concerns related to the acceptability of the online survey medium from the worker's viewpoint because the literature has only begun to address this issue. This study assessed reactions to Web-based questionnaires while moving an organization's climate survey online. Initial questions, posed via a paper-and-pencil instrument, gathered opinions concerning online surveys (n = 437). A Web-based climate survey was then created and piloted (n = 98). Afterwards, the finalized instrument was administered (n = 403), and a follow-up questionnaire was disseminated (n = 175) to further gauge workers' reactions. Despite some initial anonymity concerns, most personnel were amenable to online surveying, and the Web-based medium did not appear to discourage participation from any subgroup (based on gender, race, military versus civilian classification, and workgroup size comparisons). This article, which is intended for practitioners considering the transition to Web-based surveys as well as those interested in evaluating and improving current Web-based survey processes, outlines issues regarding online survey implementation, offers a tool for evaluating survey software, and concludes with lessons learned and avenues for future research/practice. [ABSTRACT FROM AUTHOR]

Keywords: assessment; diversity; editorial; recruitment; selection; technology EN assessment diversity editorial recruitment selection technology 355 360 6 08/28/23 20230901 NES 230901 INTRODUCTION The world of work is changing quickly. This paper convincingly demonstrates that to actually achieve diversity, all parts of a selection system need to be aligned with each other in a manner that supports the organization's diversity goals. Beyond a series of inspiring and thought-provoking articles, this Special Issue also offers a set of recommendations for scholars engaging in research at the intersection of diversity and technology that serves to advance our current knowledge of how technology can be used to increase workforce diversity. Figure 1 presents an overview of the hiring process and the different steps in which research at the intersection of diversity and technology might contribute to considerable improvements in terms of the quality and diversity of the applicant pool and the ultimate hires. [Extracted from the article]

The authors show that innovation energy, a new concept, is needed to overcome the many obstacles occurring in innovation processes and helps converting the employees' innovation properties into innovative work behavior. Based on a survey among 304 R&D employees, the authors show that the employees' cognitive detachment from work and their degree of creativity are curvilinearly related provided that the employees are highly motivated for creativity. The paper adopts a patent-based methodology and an input-process-output-outcome model to analyze how R&D projects achieve specific outputs and outcomes starting from certain inputs and by employing open innovation practices. We congratulate Katharina Hölzle with her new job as a professor of Technology Management and Human Factors at the University of Stuttgart, leading the institute for Human Factors and Technology Management as well as the Fraunhofer Institute for Industrial Engineering. [Extracted from the article]

The article presents a call for research papers regarding studies investigating corporate social responsibility (CSR) and human resource management and organizational behavior to be published in a special issue of "Personnel Psychology." The authors note a growing interest among scholars concerning the managerial implications of CSR. They suggest that despite the interest in CSR, research in the area is still in its infancy and that critical issues regarding frameworks and empirical research methods remain unresolved. A list of research questions that might be addressed is presented, including whether CSR can effect employee identity, what the relationship between CSR and international human resource management is, and the relationship between diversity and CSR.

Despite extensive developments in the field of Human Resource Management, we still have limited and fragmented knowledge of how the external and internal environment of an organization influences direct employee voice. In this conceptual paper, we draw on signaling theory and theorize on whether and, if so, how direct employee voice and organizational voice climate are shaped at times of macro and organizational turbulence. Specifically, we introduce the concepts of solidary, utilitarian, and opportunistic crisis‐related Human Resource (HR) practices and propose that they send different signals to employees, influencing their voice perceptions in distinctive ways. We also theorize that employees interpret these signals vis‐à‐vis the experienced meso‐ and macroturbulence, a process that affects HR system strength and the subsequent formulation of voice perceptions and voice climate emergence. With this work, we contribute to the voice and strategic HR literature by offering an integrated and multilayered understanding of how top‐down processes at turbulent times such as crisis‐related HR practices can influence bottom‐up emergent phenomena. [ABSTRACT FROM AUTHOR]

Our paper examines how the work of Mick Marchington integrated older forms of employee participation with newer patterns of employee involvement. The paper shows how Employee Involvement and Participation (EIP) is central to contemporary Human Resource Management (HRM) in four distinct ways: first is the 'theoretical' integration of pluralism into newer HRM approaches; second is the 'practical' insights gained from what was happening at organisational level; third is the contributions to ongoing 'policy debates' about fair work; and finally, his emphasis on 'context‐sensitive methods' link macro, meso and micro developments. We refer to three specific projects and related periods: a Department of Employment funded project during the late 1980s and early 1990s which developed the waves and escalator concepts of EIP; a Chartered Institute of Personnel Development project concerned with employee voice and management choice in the 2000s, which gave insight to multiple meanings of EIP and strategic choice; and research concerned with the notion of fair voice from comparative cases studies across different liberal market economies from 2008 onwards. By reflecting on these research projects and periods we present a potential framework that offers continued longevity for the future study of HRM. [ABSTRACT FROM AUTHOR]

Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front‐line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing actors (i.e., HR managers) and the endorsing actors (i.e., senior managers). The study findings reveal that while the enforcers employ a range of influence tactics (e.g., legitimization, pressure, rational persuasion, and consultation) to facilitate strict HR enactment, the endorsers use counter‐influence tactics (e.g., legitimization, assertiveness, and inspirational appeal) in support of deviant HR implementation behaviors. Carefully navigating both sides' influence tactics in light of past involvement experiences, FLMs choose subsequent implementation behaviors accordingly. The paper makes a meaningful contribution to the HR devolution research by delving into relational power dynamics that develop over an early phase of HR implementation. The resulting theoretical framework provides novel insights into the reasons behind FLMs' divergent forms of implementation behaviors. It shows that the ongoing multi‐lateral interactions and political maneuverings involving HR‐related actors trigger distinct HR involvement patterns. [ABSTRACT FROM AUTHOR]

This research mainly aims to test the impact of green human resource management (GHRM) on environmental performance (EP) and to determine whether corporate social responsibility (CSR) mediates the relationship between GHRM and EP and whether organizational citizenship behavior (OCB) moderates the relationships between CSR and EP. The paper relied on a quantitative research approach with a sample of 204 employees from the pollutant industries of Pakistan. In this paper, the partial least square approach (PLS‐SEM) was employed to verify the proposed hypotheses. The outcomes confirmed that GHRM has a positive impact on EP. Additionally, the findings indicated that CSR affected EP. It was also revealed that CSR fully mediates the linkages between GHRM and EP. This paper acknowledges the existing gaps in the prior literature and enables us to clearly understand the significance of GHRM in affecting EP via CSR as a mediator. [ABSTRACT FROM AUTHOR]

What the field seeks to do is identify and better understand new categories of investors who seek to play a more hands-on role in the management of companies and what they do; the former would include private equity (PE), venture capital (VC) and crowdfunding. Third, Di Pietro, Monaghan and O'Hagan-Luff (2022) show how external investors (including angels, VC and PE funds) affect human resource management (HRM) in small, entrepreneurial firms. Also, PE-backed firms have low average productivity levels, which is important for PE investors to realize performance improvements and generate returns for their investors. This collection of papers was gathered together to celebrate the lifetime scholarly achievements of Mike Wright, Fellow of the British Academy of Management (BAM). [Extracted from the article]

Research on the relationship between human resource management (HRM) and organizational outcomes has mainly been studied at the organizational level so far. However, HRM scholars acknowledge that employees are the foundation of organizations, and they play an important role in the effect of HRM on employee and organizational outcomes. While research on HR content focuses on the effects of HR practices, HR process research considers how employee perceptions and attributions of HR influence organizational outcomes. In the special issue of New Frontiers in HR Practices and HR Processes: Evidence from Asia, we focus on emerging research in the Asian region, especially China and Pakistan regarding the role of employees, also known as the micro‐foundations of HR research, in terms of both HR content and HR process. In this Introduction of the special issue, we review the current state‐of‐the‐art studies in both research streams and highlight further research questions. We outline how the papers in this special issue advance our knowledge for the Asian region and we also call for more Asian region HR practice and HR process studies in the future. [ABSTRACT FROM AUTHOR]

This paper aims to examine the green human resource management (GHRM) bundles successfully implemented by firms across industries in response to the national institutional and cultural contexts toward the pursuit of environmental sustainability goals. Based on a cross-case analysis of five firms across industries in Thailand, the empirical evidence draws on semistructured interviews with various stakeholders, field visits, and a review of archival documents and web-based reports and resources. This paper proposes that GHRM bundles successfully implemented by firms in response to the institutional and cultural contexts include the following: green recruitment and selection in terms of green employer branding; green training in terms of awareness enhancement, on-the-job training, job shadowing, coaching, mentoring, and workplace climate building; green pay and rewards in terms of financial and nonfinancial rewards; and green employee relations in terms of a paternalistic leadership style and workplace climate. Specifically, firms develop green employer branding and implement the practices of awareness enhancement, on-the-job training, job shadowing, coaching, mentoring, and workplace climate building in response to deficiencies in the national education and skill formation system in terms of skill shortages. Additionally, firms offer both financial and nonfinancial rewards and create a paternalistic leadership style and workplace climate in response to a cultural context that favors in-group collectivism, conflict avoidance, and passivity among workers within the workplace. [ABSTRACT FROM AUTHOR]

This paper reports on our ongoing experiences of using co‐productive zine‐making as a creative and participatory method in a research project on public libraries as social infrastructures. Engaging different audiences, including library management and staff, patrons and urban government authorities, the project aims to simultaneously study and stimulate a sense of community in public libraries. While many libraries already deploy zine‐making programmes as a low‐cost visitor activity, we use it as both a data collection and community‐building tool. Co‐productive zine‐making offers opportunities for reflection and mutual understanding to foster education, exchange and encounter between different stakeholders. It challenges the traditional power dynamics of knowledge production in academia and beyond. Zine‐making can act as a creative tool that pushes researchers to be more (self‐)reflexive. Yet, despite these benefits, zine‐making does not come without challenges, and therefore requires a specific researchers' skillset. This paper provides insight into both practical and ethical issues we encountered before, during and after the organisation of the first out of five zine‐making workshops in our project, held with community librarians in Rotterdam. [ABSTRACT FROM AUTHOR]

Male applicants (N = 438) for employment in a combined lumber and paper mill were administered a battery of five physical fitness, six aptitude, and one personality tests. Several employees were followed up for more than six years. The test results, combined with ten personal items from an application record, were related to four general criteria of job performance. Significant correlations with Work Efficiency Ratings, sufficiently high to be practically important, were: Education, .34; General Learning Ability, .30; Verbal Aptitude, .25; Numerical Aptitude, .31; Motor Coordination, .30; and --.33 for the Personnel Reaction Blank (a personality test with reversed scoring). The last three tests yielded a multiple correlation of .43, with a .06 standard error. Relationships with the criteria of Job Tenure, Time Loss, and Industrial Accidents were not high enough to be practically important. [ABSTRACT FROM AUTHOR]

This paper reflects on the paradigmatic assumptions and ideologies that have shaped algorithmic management research. We identify two sets of assumptions: one about the "ontology of algorithms" (which holds that human resource management [HRM] algorithms are non‐human entities with material agency) and one about the "ontology of management" that HRM algorithms afford (which understands algorithmic management as a form of control for maximizing economic/shareholder value). We explain how these core assumptions underpin existing research of HRM algorithms, causing blind spots that hinder new ways of understanding and studying algorithmic management. After identifying and unpacking the assumptions and blind spots, we offer avenues to overcome these blind spots, allowing for future research based on new ideological assumption grounds that will help move algorithmic management scholarship further in significant ways. [ABSTRACT FROM AUTHOR]

A review of the article "Always trying to walk a bit of a tightrope": The role of social care staff in supporting adults with intellectual and developmental disabilities to develop and maintain loving relationships" is presented.

This article presents a list of books and papers related to personnel psychology. Some of the books enlisted are--"The American Management Associations' Management Development Guide: July-December 1977," "Personnel Administration: An Experiential Skill-Building Approach," by Richard W. Beatty and Craig Eric Schneier; "Psychology and Consumer Affairs," by Milton L. Blum; "How to Develop Dynamic Leadership: A Short Course for Professionals," by Michael V. Fiore and Paul S. Strauss; "Management: An Organizational Perspective," by Martin J. Gannon; "Decision Making: A Psychological Analysis of Conflict, Choice and Commitment," by Irving L. Janis and Leon Mann; "Contrasts in Management," by Rosemary Stewart; and "Business and Society: A Managerial Approach," by Frederick D. Sturdivant.

The article presents a list of books on management received by "Human Resource Management," including "The Human Side of Just-In-Time: How to Make the Techniques Really Work," "Organizational Transitions for Individuals, Families, and Work Groups," and "Managing Across Border: The Transnational Solution."

Abstract: This paper reflects on 16 years of the British Journal of Management (BJM) and discusses what the future holds. The paper analyses publication statistics and submission figures, as well as Special Interest Group (SIG) affiliation of submissions over the more recent period of 2007–2015. It is found that human resource management has a clear dominance among the SIGs. Other fields that are well represented include strategy, work psychology, corporate governance and performance management. The paper also highlights that submissions to BJM are predominantly made by UK‐based authors, possibly reflecting the concentration of UK‐based academics among the pool of associate editors and the editorial board members. [ABSTRACT FROM AUTHOR]

Crisis management is a challenging and interdisciplinary task in which various information must be acquired and fused. In Germany, Civil Crisis Management is usually organized into two parts: the organizational‐administrative division and the operative‐tactical division, which are subordinate to the authorities (political) leadership. To organize an efficient and interdisciplinary response, crisis staffs can be called up. In these administrative crisis staffs, information sources are bundled, responsible experts collaborate and exchange information. To achieve a common understanding of the crisis, situational displays are created. Situational displays present the extend of the crisis and offer high‐level information required by the staff members. They can show the extent of the crisis area on maps or integrate other, for example numeric, information. This paper presents both state of the art in situational display creation and the most recent requirements in administrative crisis management. Data were collected through structured questionnaires and workshops regarding the tools for the creation of situational displays. For both data gathering methods, we were able to acquire active crisis management experts as participants. To determine the state of the art for situational displays for administrative crisis management staff we utilized structured questionnaires, which were answered by 14 crisis management authorities. Through two expert workshops with each nine participants, the requirements for situational display were collected. This paper compares the two datasets to evaluate the recent state of situational displays for administrative crisis staff in practice. The article summarizes usage of situational displays by practitioners and compiles lessons from the field. [ABSTRACT FROM AUTHOR]

As organizations have recognized their cause/solution relationship with the environment, increasing attention is being given to the role of employees make in achieving green organizational objectives. Even though, business sustainability initiatives are often led by leaders; employee green behavior (EGB) plays a vital role in success of such initiatives. The current paper focuses on relatively less researched topic of EGB. It uses a narrative review approach to develop a multi‐level conceptual framework that draws upon the connectivity of leadership influence at firm and team levels, and how this influences individual level EGB. The paper offers a holistic approach to influencing effective green strategies in organizational contexts. By doing so, it contributes to the larger debate on different dimensions, mechanisms, and levels of environmentally responsible behavior in organizational settings and opens up new avenues for multi‐level and cross‐layer empirical research. [ABSTRACT FROM AUTHOR]

The article offers advice to employers on successfully executing strategies. It cites Watson Wyatt's Human Capital Index which rated companies in managing their human capital performance. It suggests developing a long-term, strategic-engagement process that enables all employees to share a common mental model of the strategy.

A list of books related to personnel management is presented. The articles include "Transition: Understanding and Managing Personal Change," by John Adams, John Hayes and Barrie Hopson, "Programmed Organization and Management Principles," by Henry H. Albers and Lowell Schoer, and "Understanding Psychotherapy: Comparative Perspectives," by George J. Allen.

Conceptualisation of voice in the majority world (developing and emerging economies) should avoid simply using the lens of the minority world (advanced economies). Yet, both can benefit from taking a multidisciplinary approach. Marchington was one of the early pioneers of multidisciplinary work on voice in advanced economies. While being fundamentally an industrial relations (IR) scholar who was alert to the influence of power and context, he took a pluralist approach in applying IR ideas to Human Resource Management, exploring empirically why and how workers use voice. This paper is inspired by Marchington's multidisciplinary approach but considers voice within different institutional contexts. Our key research question is, 'How can majority world conceptions of employee voice enrich our understanding of what voice is for, its outcomes and whom it serves?' Through interrogating how different intellectual traditions have underpinned work in the majority world (exemplified by South Africa and China) we highlight the need for further theoretical development of the concept of lateral voice and argue that voice should be more closely linked to forms of resistance. Our concluding section uses this analysis to start the re‐imagining of voice in minority and majority world contexts. [ABSTRACT FROM AUTHOR]

This article presents a comment on the literature of Vladimir Stokiov regarding the effect of changes in quits and hires on length-of-service composition of employed workers. In his paper, Stoikov proposes a model relating the length-of-service structure of a firm to what he terms the hire and quit rates. Using this model, he claims to have shown that a reduction in the quit rate, holding the hire rate constant, leads to an increase in the proportion of short-service people in the firm. This is contrary to intuition and the author goes on to argue that this fact explains some apparent paradoxes which have been observed in practice. The purpose of the paper is to make two points. First, that Stoikov's model makes an unrealistic assumption about recruitment and hence it is extremely doubtful whether the conclusions drawn from the model have any meaning in practice. Secondly, that even if the recruitment assumption is allowed, the conclusion about the shift in the length-of-service structure is not necessarily true. In fact a reduction in the quit rate of a different kind can shift the distribution in the opposite direction.

Despite the proliferation of HRM research, only a small fraction explores the context of small and medium‐sized enterprises (SMEs). Where HRM in SMEs has received attention, the literature base remains fragmented and variable, comprising a plurality of definitions, explanations, and methods. To advance understanding, this paper uses a quarter‐century systematic review drawing on an evidence base of 137 peer‐reviewed articles. A cumulative framework is presented capturing key developments and synthesizing existing areas of research focus. Analysis of limitations and knowledge‐gaps finds a failure to differentiate across various types of SMEs, limited appreciation of SME characteristics and contextual conditions, and a dominance of managerial perspectives. An agenda for future research on HRM in SMEs is outlined with respect to definitional parameters, HR practices, HRM–performance, key determinants, and presenting issues. The paper concludes that SMEs offer a unique, fruitful, and timely context for investigations of HRM. [ABSTRACT FROM AUTHOR]

Presents a call for papers for the 'International Journal of Selection and Assessment' periodical's special issue on technology in staffing and assessment. Requirements and instructions for submission of papers.

This article introduces the special issue in Human Resource Management featuring employer branding and talent acquisition. We provide a brief history of talent acquisition and introduce an employer branding approach to this process, especially emphasizing the potential of this approach for building competitive advantage. The challenges of employer branding on social media in the digital age are also highlighted. We then introduce the five papers contained in this issue, each representing a variety of levels of analysis, theoretical perspectives, environmental contexts, and methodological and design approaches to scholarly investigations on this topic. Our introduction concludes with a list of research questions characterizing an agenda for future research based aroundthe themes of (i) macro contextual effects; (ii) strategic employer branding; (iii) psychology and processing of employer brands; (iv) role the time; and (v) methods and approaches. [ABSTRACT FROM AUTHOR]

A call for papers on the role of human resource management (HRM) in the competition, challenges, and changes in the Asia Pacific Region for the special issue of the "Asia Pacific Journal of Human Resources" is presented.

This paper provides a commentary on selected issues and topics in the four papers included in this special issue of the journal (those by Lefkowitz, Cascio, Edwards, and Gelfand et al.). To put the contents of the four papers in context, the past development of the field of organizational psychology is first briefly reviewed, followed by a discussion of its relationship to adjacent “cousin” fields. Comments are then presented on each of the four papers. The paper concludes with an examination of several questions: Has the field of organizational psychology made progress over the past 50+ years? Has the field been sufficiently introspective about itself and its scholarly efforts and values? How does the field of organizational psychology compare—in terms of the issues raised in the four papers—to other fields? And, finally, what will be being said about the field of organizational psychology 20 years from now? Copyright © 2008 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Evidence is limited on the positive impact of staff training in challenging behavior of service users with ID; and the link between staff training and service user outcomes remains unclear. This review identified studies that investigate challenging behavior training for staff working with adults with ID within residential care settings to explore factors promoting transfer of training into practice. A mixed‐method review was adopted, and a systematic search identified 19 papers meeting the criteria for inclusion. The implicit themes involved in the transfer of training into practice were extracted from the literature and discussed in relation to: setting conditions; cognitive and emotional aspects; and organizational systems. As a first step toward moving forward with research in this relatively neglected area, key constructs were identified and a preliminary model of the transfer process proposed. Limitations of the review model were considered, and recommendations for future research discussed. [ABSTRACT FROM AUTHOR]

This article--which serves as an introduction to the special issue of the role of (strategic) human resource management (HRM) in the era of environmental disruptions--summarizes previous research, introduces articles related to this special issue, and provides suggestions for future research in the area. This special issue intends to advance HRM research by putting it in the context of disruptive environments, aiming to deepen our theoretical and empirical knowledge about the role of HRM in these disruptive environments, and provide insights to managers and policymakers who must deal with current as well as future disruptions in extra-organizational environments. The different sections of this introductory paper are structured from the perspective of an individual ("How can HRM help individual employees cope with environmental disruptions?"), an organization ("How can HRM help organizations be more resilient against environmental disruptions?"), and a community/societal perspective ("How can HRM help the community being affected by environmental disruptions?"). We conclude by proposing several research ideas and practical implications for human resource professionals that would enable them to deal with individual employees, their organization, and the community in times of environmental disruptions. [ABSTRACT FROM AUTHOR]

In this introduction to the Special Issue on Strategy Process Research the guest editors suggest that the future research in this subfield should be more holistic, emphasize more team work, focus more on corporate managers and be more supportive of action research methodologies. This introductory essay also reviews briefly the important contributions to date of strategy process research and provides a short summary of the papers that were selected for the special issue. [ABSTRACT FROM AUTHOR]

Content analyses of 10 principal journals relevant to industrial and organizational psychology are presented, covering 1 582 papers published in the years 1976 to 1978 inclusive. One analysis is in terms of the topic areas covered (personnel psychology, human factors psychology, occupational social psychology, and six other categories), and a second examination is in terms of three types of paper: empirical research study, critique or review, or suggested procedures and methods. Data are also provided about the length of articles in each journal, and the location and number of authors. Factual comparisons between journals are followed by a summary of the current policy of the Journal of Occupational Psychology. [ABSTRACT FROM AUTHOR]

With the growth in the Internet of things (IoT) paradigm, there has been a tremendous makeshift in how the distributed devices work to achieve a common goal. However, the use of IoT edge devices in a traditional IoT paradigm results in better utilization of the available resources as well as improving the overall quality of service. These technologies bring the computation and communication capabilities closer to the IoT devices where some of the services can be offloaded to the edge devices. [Extracted from the article]

The article presents a list of publications received by "Human Resource Management."

This paper provides an introduction to the special issue on human resource management (HRM) in supply chains. To this point, HRM researchers have paid little attention to the field of supply chain management (SCM) and how HRM practices may help firms manage their supply chains more effectively. We provide an overview of supply chain management for readers new to this field. We conceptualize three potential applications of HRM in supply chains, and then use our framework to introduce and link the papers that comprise the special issue. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The article presents the call for papers of the journal "Thunderbird International Business Review". Topics mentioned include topics to be focused for the said papers such as global human resource and emerging markets, submission guidelines for authors and the electronic copyright transfer agreement (CTA) signed for publication.

The human resource management (HRM) environment in China has been undergoing significant changes due to institutional, demographic and technological changes and heightened business competition domestically and internationally. At the same time, traditional cultural values remain influential in workplace relationships and affect not only the configuration of HR practices but also the way they are perceived by the workforce. In this opening paper for the special issue on Human Resource Management in China, we highlight a few organizational phenomena and challenges to HRM in China, with implications for future research. We then outline several research directions that will reflect these changes and/or incorporate cultural values. Finally, we introduce five papers included in this special issue as exemplars to encourage more research with a focus on China but with relevance to other parts of the world. [ABSTRACT FROM AUTHOR]

The key to a successful implementation of the idea of sustainable development in organizations is competent, motivated employees. Therefore, Human Resource Management (HRM) is of particular interest to practitioners and researchers. New HRM concepts that address emerging problems – such as sustainable HRM – arise and develop. The aim of this article is to answer the following research questions: What kind of issues are presented in the most cited articles in the field of sustainable HRM, taking into account the following division of HRM functions: recruitment and selection, performance appraisal, compensation, training and development, and HR flow? Which HRM functions require further research in the context of sustainable HRM? This study applies H‐Classics methodology and presents a hybrid literature review linking bibliometric characterization of the articles on sustainable HRM (including green HRM, socially responsible HRM, triple bottom line HRM, and common good HRM) with a manual review of those publications that made up the H‐Core of this research field. The most discussed HRM function was HR training, while the least discussed was HR flow. Moreover, HRM is mainly presented in relation to the environmental bottom line. Most of the cited papers present general guidance on how to shape individual functions of sustainable HRM and indicators for measuring the extent to which organizational practices are green. Research directions in H‐Core papers have been formulated toward all HRM functions, treated as a system and separately. The article also presents directions for additional research that were identified in the course of this study. [ABSTRACT FROM AUTHOR]

This paper contains a meta‐analytic review of 140 research articles and 320 effect sizes to explore how employees' perceptions of internal and external corporate social responsibility (CSR) activities influence an array of work outcomes at three levels (emotional, attitudinal, and behavioral). We aim to discover the underlying psychological and methodological factors affecting this linkage. This study reveals that CSR is more strongly connected with employees' psychological‐emotional reactions (i.e., organizational trust and pride) and work attitude (i.e., organizational commitment) rather than work behavior (i.e., organizational citizenship behavior). Although each type of CSR's association with four work outcomes is positive and significant, wide variance exists in effect sizes reported across studies, warranting a search for substantive moderators. Meta‐regression and subgroup analyses indicate the moderating effects of specific study‐level attributes viz. CSR typology, type of organizational commitment, source & type of organizational citizenship behavior, study design, and other contextual factors. It is found that the CSR‐to‐employee outcome relationship significantly contrasts across industries, regions, and cultures. This paper enriches the extant micro‐CSR literature by emphasizing that CSR can cultivate positive employee sentiments, work attitudes, and behaviors, provided CSR is embedded and integrated innately with sustainable human resource management and core business processes while rising above legal requirements and egocentric motives. Important implications for theorists and managers and potential avenues for future research are conferred in this paper. [ABSTRACT FROM AUTHOR]

Labour turnover has been an important research topic in social science over the past century, involving disciplines such as human resource management, industrial relations, organizational behaviour, individual and organizational psychology, economics and health sciences. This paper presents a systematic literature review of voluntary labour turnover, providing an in‐depth analysis of 1375 labour turnover studies published up to July 2019 in 142 academic journals listed in the Chartered Association of Business Schools Academic Journal Guide 2018. The analysis of theoretical and empirical labour turnover studies reveals: (1) distinctive foci in the development of labour turnover research over the past hundred years; (2) relative lack of attention to testing specific labour turnover theories; (3) a prevailing quantitative approach to identifying antecedents of labour turnover; (4) increased reliance on turnover intention as a proxy for actual turnover. This paper highlights these trends over time, providing insight into problematic areas from theoretical, methodological and empirical points of view. We suggest avenues for a more productive route to coherent theoretical, methodological and empirical development of labour turnover research. [ABSTRACT FROM AUTHOR]

The article announces the appointment of members of the editorial team of "Asia Pacific Journal of Human Resources," namely Fang Lee Cooke and Nicola McNeil, and provides an overview of papers about human research management (HRM) in the Asia Pacific region published in the January 2013 issue of the journal.

This paper explores the conditions under which job seekers may not respond positively to a potential employer's corporate social responsibility (CSR) activities. We propose that the relationship between an organization's externally‐directed CSR activities and job seekers' perceptions of the organization's attractiveness is moderated by whether the organization is also engaging in internally‐directed high‐investment human resource systems (HIHRS). Results from a combination of three studies—an archival study of Fortune 500 companies (Study 1), a survey study (Study 2), and an experiment (Study 3)—provide support for our hypotheses. When an organization has lower levels of internally‐directed HIHRS, the positive influence of externally‐directed CSR on attraction to an organization diminishes (Study 3) or disappears (Studies 1 and 2). Importantly, we identify perceptions of organizational authenticity as one key mechanism driving these effects (Studies 2 and 3). [ABSTRACT FROM AUTHOR]