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Publisher: Emerald   (Total: 308 journals)

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J. of Manufacturing Technology Management     Hybrid Journal   (Followers: 4, SJR: 0.691, h-index: 30)
J. of Mental Health Training, Education and Practice, The     Hybrid Journal   (Followers: 6, SJR: 0.124, h-index: 1)
J. of Modelling in Management     Hybrid Journal   (Followers: 1)
J. of Money Laundering Control     Hybrid Journal   (Followers: 3)
J. of Organizational Change Management     Hybrid Journal   (Followers: 18, SJR: 0.426, h-index: 32)
J. of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 2)
J. of Organizational Ethnography     Hybrid Journal   (Followers: 6)
J. of Place Management and Development     Hybrid Journal   (Followers: 2)
J. of Product & Brand Management     Hybrid Journal   (Followers: 6, SJR: 0.443, h-index: 18)
J. of Property Investment & Finance     Hybrid Journal   (Followers: 3, SJR: 0.245, h-index: 11)
J. of Public Mental Health     Hybrid Journal   (Followers: 18, SJR: 0.469, h-index: 2)
J. of Quality in Maintenance Engineering     Hybrid Journal   (Followers: 4, SJR: 0.443, h-index: 27)
J. of Research in Interactive Marketing     Hybrid Journal   (Followers: 6)
J. of Research in Marketing and Entrepreneurship     Hybrid Journal   (Followers: 11)
J. of Risk Finance, The     Hybrid Journal   (Followers: 9)
J. of Science and Technology Policy Management     Hybrid Journal   (Followers: 2)
J. of Service Management     Hybrid Journal   (Followers: 6, SJR: 0.971, h-index: 10)
J. of Services Marketing     Hybrid Journal   (Followers: 10, SJR: 0.613, h-index: 26)
J. of Small Business and Enterprise Development     Hybrid Journal   (Followers: 11, SJR: 0.331, h-index: 17)
J. of Social Marketing     Hybrid Journal   (Followers: 8)
J. of Strategy and Management     Hybrid Journal   (Followers: 4)
J. of Systems and Information Technology     Hybrid Journal   (Followers: 4, SJR: 0, h-index: 1)
J. of Technology Management in China     Hybrid Journal   (Followers: 1)
J. of Workplace Learning     Hybrid Journal   (Followers: 6, SJR: 0.419, h-index: 16)
Kybernetes     Hybrid Journal   (Followers: 1, SJR: 0.286, h-index: 20)
Leadership & Organization Development J.     Hybrid Journal   (Followers: 17, SJR: 0.392, h-index: 16)
Leadership in Health Services     Hybrid Journal   (Followers: 19, SJR: 0.313, h-index: 8)
Library Hi Tech     Hybrid Journal   (Followers: 1041, SJR: 0.996, h-index: 15)
Library Hi Tech News     Hybrid Journal   (Followers: 702, SJR: 0.437, h-index: 7)
Library Management     Hybrid Journal   (Followers: 787, SJR: 0.646, h-index: 10)
Library Review     Hybrid Journal   (Followers: 706, SJR: 0.369, h-index: 10)
Management Decision     Hybrid Journal   (Followers: 6, SJR: 0.829, h-index: 26)
Management of Environmental Quality: An Intl. J.     Hybrid Journal   (Followers: 4, SJR: 0.189, h-index: 12)
Management Research : The J. of the Iberoamerican Academy of Management     Hybrid Journal   (Followers: 3)
Management Research News     Hybrid Journal   (Followers: 3)
Management Research Review     Hybrid Journal   (Followers: 5, SJR: 0.288, h-index: 10)
Managerial Auditing J.     Hybrid Journal   (Followers: 1, SJR: 0.223, h-index: 15)
Managerial Finance     Hybrid Journal   (Followers: 3)
Managing Service Quality     Hybrid Journal   (Followers: 7, SJR: 0.529, h-index: 23)
Marketing Intelligence & Planning     Hybrid Journal   (Followers: 11, SJR: 0.337, h-index: 20)
Measuring Business Excellence     Hybrid Journal   (Followers: 1, SJR: 0.254, h-index: 11)
Meditari Accountancy Research     Hybrid Journal   (Followers: 1)
Mental Health and Social Inclusion     Hybrid Journal   (Followers: 18, SJR: 0.19, h-index: 3)
Mental Health Review J.     Hybrid Journal   (Followers: 14, SJR: 0.126, h-index: 1)
Microelectronics Intl.     Hybrid Journal   (SJR: 0.286, h-index: 13)
Multicultural Education & Technology J.     Hybrid Journal   (Followers: 3, SJR: 0, h-index: 2)
Multidiscipline Modeling in Materials and Structures     Hybrid Journal   (Followers: 1, SJR: 0.208, h-index: 5)
Multinational Business Review     Hybrid Journal   (Followers: 1)
Nankai Business Review Intl.     Hybrid Journal  
New Library World     Hybrid Journal   (Followers: 617, SJR: 0.845, h-index: 11)
Nutrition & Food Science     Hybrid Journal   (Followers: 7, SJR: 0.198, h-index: 8)
OCLC Systems & Services     Hybrid Journal   (Followers: 215, SJR: 0.246, h-index: 10)
On the Horizon     Hybrid Journal   (SJR: 0.394, h-index: 10)
Online Information Review     Hybrid Journal   (Followers: 271, SJR: 0.589, h-index: 25)
Pacific Accounting Review     Hybrid Journal  
Performance Measurement and Metrics     Hybrid Journal   (Followers: 5, SJR: 0.492, h-index: 10)
Personnel Review     Hybrid Journal   (Followers: 8, SJR: 0.574, h-index: 31)
Pigment & Resin Technology     Hybrid Journal   (Followers: 1, SJR: 0.318, h-index: 20)
Policing: An Intl. J. of Police Strategies & Management     Hybrid Journal   (Followers: 8, SJR: 0.524, h-index: 19)
Program: Electronic Library and Information Systems     Hybrid Journal   (Followers: 340, SJR: 0.657, h-index: 13)
Property Management     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 7)
Qualitative Market Research: An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.455, h-index: 14)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7, SJR: 0.126, h-index: 1)
Qualitative Research in Financial Markets     Hybrid Journal   (Followers: 4)
Qualitative Research in Organizations and Management: An Intl. J.     Hybrid Journal   (Followers: 6)
Quality Assurance in Education     Hybrid Journal   (Followers: 3, SJR: 0.374, h-index: 16)
Quality in Ageing and Older Adults     Hybrid Journal   (Followers: 28)
Rapid Prototyping J.     Hybrid Journal   (Followers: 2, SJR: 0.573, h-index: 36)
Records Management J.     Hybrid Journal   (Followers: 12, SJR: 0.281, h-index: 7)
Reference Reviews     Hybrid Journal   (Followers: 8)
Reference Services Review     Hybrid Journal   (Followers: 26, SJR: 1.546, h-index: 15)
Research on Economic Inequality     Hybrid Journal   (Followers: 4)
Research on Emotion in Organizations     Hybrid Journal   (Followers: 7)
Review of Accounting and Finance     Hybrid Journal   (Followers: 2, SJR: 0.119, h-index: 1)
Review of Marketing Research     Hybrid Journal   (Followers: 12)
Safer Communities     Hybrid Journal   (Followers: 1, SJR: 0.2, h-index: 2)
Sensor Review     Hybrid Journal   (Followers: 1, SJR: 0.314, h-index: 20)
Smart and Sustainable Built Environment     Hybrid Journal   (Followers: 6)
Social Care and Neurodisability     Hybrid Journal   (Followers: 4)
Social Enterprise J.     Hybrid Journal   (Followers: 7)
Social Responsibility J.     Hybrid Journal   (Followers: 1, SJR: 0.136, h-index: 2)
Society and Business Review     Hybrid Journal   (Followers: 2)
Soldering & Surface Mount Technology     Hybrid Journal   (Followers: 2, SJR: 0.454, h-index: 21)
South Asian J. of Global Business Research     Hybrid Journal  
Sport, Business and Management : An Intl. J.     Hybrid Journal   (Followers: 4)
Strategic Direction     Hybrid Journal   (SJR: 0.102, h-index: 3)
Strategic HR Review     Hybrid Journal   (Followers: 2)
Strategic Outsourcing : An Intl. J.     Hybrid Journal   (Followers: 2)
Strategy & Leadership     Hybrid Journal   (Followers: 15, SJR: 0.256, h-index: 12)
Structural Survey     Hybrid Journal   (SJR: 0.272, h-index: 8)
Studies in Economics and Finance     Hybrid Journal   (Followers: 3, SJR: 0.251, h-index: 3)
Supply Chain Management: An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 1.265, h-index: 50)
Sustainability Accounting, Management and Policy J.     Hybrid Journal   (Followers: 7, SJR: 0.206, h-index: 2)
Team Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.319, h-index: 9)
The Bottom Line: Managing Library Finances     Hybrid Journal   (Followers: 189, SJR: 0.343, h-index: 5)
The Electronic Library     Hybrid Journal   (Followers: 838, SJR: 0.874, h-index: 18)
The Learning Organization     Hybrid Journal   (Followers: 6, SJR: 0.494, h-index: 18)
The TQM J.     Hybrid Journal   (Followers: 2, SJR: 0.634, h-index: 31)
Therapeutic Communities : The Intl. J. of Therapeutic Communities     Hybrid Journal   (SJR: 0.111, h-index: 9)
Tizard Learning Disability Review     Hybrid Journal   (Followers: 22, SJR: 0.229, h-index: 3)

  First | 1 2 3 4 | Last

Journal Cover Personnel Review
   [10 followers]  Follow    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
     ISSN (Print) 0048-3486
     Published by Emerald Homepage  [308 journals]   [SJR: 0.574]   [H-I: 31]
  • International Handbook on Diversity Management at Work: Country
           Perspectives on Diversity and Equal Treatment
    • Abstract: Personnel Review, Volume 43, Issue 6, Page 977-980, August 2014.
      PubDate: Tue, 09 Sep 2014 11:00:15 GMT
  • CSR as a Management Idea: Ethics in Action
    • Abstract: Personnel Review, Volume 43, Issue 6, Page 975-977, August 2014.
      PubDate: Tue, 09 Sep 2014 10:59:36 GMT
  • Linking Perceived Organizational Support to Emotional Labor
    • Authors: SUSHANTA KUMAR MISHRA et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose Based on two studies on different occupational groups, the present study examines the relationship between perceived organizational support and different forms of emotional labor. Drawing from social identity theory, the present study extends the social exchange theory to provide an alternate explanation to the above relationships. Design/methodology/approach The survey design following questionnaire in English language was physically administered among medical sales employees and subsequently among employees in the hospitality industry. Findings The study found that perceived organizational support is positively related to deep acting and negatively related to surface acting. The study further found that organizational identification mediates the relationship between perceived organizational support and deep acting where as there was no mediation effect of organizational identification on the relationship between perceived organizational support and surface acting. Research limitations/implications The research relies on a cross-sectional design with a single source of data collected from two sources at different time periods. Practical implications With the emergence of service economy there is an increasing emphasis on the performance of emotional labor. The present study suggests that organizations need to focus on organizational practices as employees’ perception of organizational support is related to the way they express their emotions during customer interactions. The finding of the study suggests that on what the organizations should do to motivate employees to perform expected emotional labor. Originality/value The literature is relatively silent on the relationship between perceived organizational support and different forms of emotional labor. The present study adds to the existing body of knowledge by explaining perceived organizational support as an important antecedent of emotional labor. Further, the study contributes by exploring the mediation effect of organizational identification on the relationship between perceived organizational support and different forms of emotional labor.
      PubDate: Wed, 20 Aug 2014 23:05:38 GMT
  • Overqualified' A Conceptual Model of Managers’ Perceptions of
           Overqualification in Selection Decisions
    • Authors: Patricia G Martinez et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose We present a conceptual model for conducting research on how Human Resource and hiring managers form impressions of overqualified individuals and how these impressions affect their treatment of overqualified individuals during selection decisions. Design/methodology/approach Given the central role of psychological processes within the proposed model, this conceptual paper builds on a social cognition approach. Findings The proposed model consists of seven primary factors that can help propel research that is dynamic and contextually driven: (1) attributes of the overqualified individual, (2) job attributes, (3) observers’ cognitive overqualification schemas, (4) observers’ attitudes, (5) observers’ categorization processes, (6) the organizational context, and (7) individual factors, all of which influence the observers’ treatment of overqualified individuals. Originality/value Most research has focused on individual-level outcomes of overqualification such as job satisfaction, turnover intentions, and physical and psychological health, while overlooking how organizational decision makers perceive overqualification and how this subsequently affects the likelihood of individuals being selected for an interview. Given the global growth in the number of overqualified workers, understanding antecedents and correlates of overqualification and how these affect organizational selection decisions is a pressing need. The proposed model outlines several factors that can help us better understand the phenomenon of overqualification.
      PubDate: Tue, 19 Aug 2014 23:18:48 GMT
  • Academic background and credibility in executive coaching effectiveness
    • Authors: Gil Bozer et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose Little empirical research has examined the role of coach characteristics in coaching success. This study addresses this gap in the literature by identifying and testing the relationships between a coach’s academic background in psychology and credibility with executive coaching effectiveness as reflected in greater levels of individual outcomes. Design/methodology/approach These factors were examined through a quasi-experimental pretest-posttest design. Participants were drawn from the client bases of four Israeli executive coaching agencies. Findings A coach’s academic background in psychology was positively related to executive coaching effectiveness as reflected in greater improvement in coachee self awareness and job performance as reported by the direct supervisor. Further, coach credibility was positively related to executive coaching effectiveness as reflected in higher mean scores in coachee self reported job performance. Originality/value Findings should assist businesses and educators in improving the formal preparation of coaches and in better identifying and selecting competent coaches. This may lead to better executive coaching design, implementation and outcomes. Recommendations for future research are provided.
      PubDate: Tue, 19 Aug 2014 23:18:39 GMT
  • Linking HRM Competency to Firm Performance: An Empirical Investigation of
           Chinese Firms
    • Authors: Hang-yue Ngo et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose This study attempts to investigate the relationship between HRM competency and firm performance. Drawn upon the resource-based view (RBV) and alignment theory, HRM competency is expected to be related to the adoption of high performance work systems (HPWS) and the achievement of external fit in HRM, which in turn contribute to firm performance. Design/methodology/approach The data for this study were collected via a survey of in 157 Chinese enterprises located in the high technology development zone of three large cities. Two different respondents from each firm provided information about organizational characteristics, HRM policy and practices, and firm performance. Multiple regressions were used to test the hypotheses. Findings Results indicate that HRM competency has a significant and positive effect on firm performance. Such an effect is found to be mediated by the achievement of external fit, but not the adoption of HPWS. Research limitations/implications Limitations of the study include cross-sectional data, perceptual measure of firm performance, omission of external variables, and restricted sample. This study highlights the importance of HRM competency in strategic HRM, and provides evidence about how this construct is linked to firm performance. Originality/value This is the first study that explores the effect of HRM competency on the adoption of HPWS and the achievement of external fit. It further reveals that the achievement of external fit mediates the relationship between HRM competency and firm performance, and hence contributes to the HRM literature.
      PubDate: Tue, 19 Aug 2014 23:18:38 GMT
    • Authors: Ricardo Chiva et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose The paper aims to propose a new generic HRM system linked to a novel and more developed social and organizational paradigm: the Common Welfare HRM system. Design/methodology/approach This conceptual paper builds on the concept of individual consciousness to better understand the differences between the three generic HRM systems. It relates different levels of consciousness to one of the most cited HRM system typologies: the Control and the Commitment HRM systems. The Control HRM system will be related to a low level of consciousness. The Commitment HRM system will be related to a medium level of consciousness. And the highest level of consciousness is related to the proposed Common Welfare HRM system. This latter system of HRM practices will be supported by examples of three very innovative organizations. Findings This paper presents a new HRM system that intends to foster innovation and creativity all around the organization, and represents a development on the traditional Control and Commitment. The Common Welfare HRM system implies a new approach in management and HRM, away from the primacy of the ego, competition and hierarchy. Research limitations/implications The Common Welfare HRM system is related to highly innovative organizations and implies a paradigm shift in which a more humanistic view of individuals is offered. Practical implications The paper clarifies the several HRM practices related to the three HRM systems: Control, Commitment and Common Welfare. Originality/value The paper theoretically underpins the existence of a new and more developed HRM system through consciousness levels and analyzes the particular HRM practices of this new system.
      PubDate: Tue, 19 Aug 2014 23:18:38 GMT
  • An Interactionist Perspective on Employee Performance as a Response to
           Psychological Contract Breach
    • Authors: Junghyun Lee et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose The purpose of this study is to investigate the inter-relationships among the closely related exchange-based constructs such as psychological contract (PC) breach, perceived organisational support (POS), and exchange ideology. We examine the effects of three-way interaction of them on employee performance. Design/methodology/approach This study theoretically builds on a personality trait-based interactionist model of performance (Tett and Bennet, 2003) and empirically tests the model using multi-source data collected from employee-manager dyads in a non-profit organisation. Hierarchical linear modeling (HLM) was employed for analysis. Findings The results indicate a significant three-way interaction, such that, the negative relationship between PC breach and task performance is the strongest when employees with a high exchange ideology perceive low levels of POS. Practical implications These findings suggest that organisations should ensure employees feel supported and pay special attention to employees with a high exchange ideology to minimize the harmful consequences of PC breach Originality/value The study provides new theoretical insights to PC literature by integrating the interactionist approach, cognitive psychology, and exchange ideology research. It highlights the importance of simultaneously examining both a situational and an individual variable in predicting employee performance after PC breach
      PubDate: Tue, 19 Aug 2014 23:18:36 GMT
    • Authors: Maria-Jose Vela-Jimenez et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose The purpose of this paper is to further explore the relationship between several dimensions of human resource flexibility and firm performance by introducing two moderator effects: inter-organizational cooperation and environmental changes. There is need for such studies because the relationship between human resource flexibility and firm performance remains ambiguous and inconclusive. Whereas some theoretical perspectives and empirical evidences suggest the need to develop and support full-time and permanent employees, others argue that flexible labour relations are beneficial to firm performance. One of the reasons that could explain the lack of conclusive evidences is the scarce use of moderator effects. Design/methodology/approach Research hypotheses are tested by structural equation analysis with data from a sample of 156 Spanish companies from different sectors. Findings The results confirm the positive influence of internal human resource flexibility on firm performance whereas the influence of external flexibility depends of each dimension in relation to the level of knowledge involved. However our main finding is that environmental changes and cooperation moderate positively the relationship between functional flexibility and financial performance, as well as between external high skilled expertise and performance (at total level and its subcategories) which focus the importance of flexibility in their contribution to accessing and deploying knowledge into the firm. Research limitations/implications Main limitations are the small sample size, the use of cross-sectional data and a structured questionnaire. Longitudinal studies and larger samples should test the causal relationships suggested by the results of the paper. The assessment of flexibility at the enterprise level could also be extended in future studies at the network level since some firms may obtain functional and numerical flexibility through its relationships with other companies in networks. The study of the relationships between different combinations of flexible work and firm performance, considering different groups of employees, could follow from the recommendations of moderator effects found in this research. Practical implications Executives need to consider how the different units in the organizational structure interface with the contextual environmental, and they also need to understand the performance implications of different HR flexibility practices because their implications may change according to the exogenous business environment. We have found that the contribution of high skilled expertise from consulting/contracting firms is going to be more important than the contribution of short-term hires and temporary agency workers. Experts from outside not only bring knowledge of industry best practices into the firm that supports the innovative output, but they can also contribute to improve financial and relational performance. Our results also suggest that external high skilled expertise may be more beneficial to the firm in highly changing environments than in more stable environments. Originality/value Two are the main contributions of the paper: (1) it analyses the influence of a comprehensive group of human resource flexible practices on three different dimensions of firm performance which helps to understand in greater detail the causal mechanisms that link human resource flexibility and firm performance in comparison to other studies that are more focused on singular flexible practices and measures of firm performance; and (2) the paper analyses the moderator effect of both environmental dynamism and inter-organizational cooperation, which advances our theoretical understanding of flexibility and firm performance by studying different scenarios of human resource flexibilities with these two moderators. The results of the paper could help managers to take advantage of different combinations of flexibility dimensions according to contingent situations and in order to improve firm performance.
      PubDate: Tue, 19 Aug 2014 23:18:35 GMT
  • The mediating influence of career success in relationship between career
           mobility criteria, career anchors and satisfaction with the organization
    • Authors: Michel Tremblay et al
      Abstract: Personnel Review, Volume 43, Issue 6, August 2014. Purpose This study evaluates how perceived career channels and career anchors are related to objective internal career success, and how subjective career success mediates the effects of objective success on employer satisfaction. Design/methodology/approach Data were collected using questionnaires, and hypotheses were tested on a sample of 800 engineers and managers. Of the sample, 35% were female and 67% worked in the private sector. Findings The findings show that the more respondents perceive that performance carries weight in promotion decisions, the higher their level of objective career success. In contrast, the importance placed on relations with the hierarchy has no significant influence. Respondents with a strong management anchor report greater objective career success, and those with a strong life style anchor report lesser objective career success, but greater success in life outside work. Finally, the findings indicate that job success is associated with greater satisfaction with employer, whereas life success is related to lesser satisfaction. Research limitations/implications This study is based on a sample taken from one profession (engineers), in a specific cultural context. The cross-sectional research design precludes the inference of some causality conclusions. Practical implications Organizations may benefit from disseminating promotion attribution criteria and reducing perceptions of favoritism in reward allocation. In addition, this study shows that not only individuals but also the employer can benefit from greater positive interdependence between career success and life success. Originality/value This study represents the first comprehensive attempt to examine the role of perceived career channels and career anchors in objective and subjective career success.
      PubDate: Tue, 19 Aug 2014 07:52:28 GMT
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