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Publisher: Emerald   (Total: 339 journals)

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Showing 1 - 200 of 339 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.144, h-index: 4)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 31)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.26, h-index: 7)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 21, SJR: 0.88, h-index: 40)
Advances in Accounting Education     Hybrid Journal   (Followers: 15, SJR: 0.514, h-index: 5)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.124, h-index: 5)
Advances in Autism     Hybrid Journal   (Followers: 14)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, SJR: 0.228, h-index: 2)
Advances in Gender Research     Full-text available via subscription   (Followers: 3, SJR: 0.229, h-index: 7)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 5, SJR: 0.123, h-index: 11)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 60, SJR: 0.29, h-index: 5)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 29)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.125, h-index: 2)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 193, SJR: 0.391, h-index: 18)
American J. of Business     Hybrid Journal   (Followers: 17)
Annals in Social Responsibility     Full-text available via subscription  
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 11, SJR: 0.215, h-index: 25)
Arts and the Market     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.244, h-index: 15)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.182, h-index: 7)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.29, h-index: 7)
Aslib J. of Information Management     Hybrid Journal   (Followers: 25, SJR: 0.65, h-index: 29)
Aslib Proceedings     Hybrid Journal   (Followers: 288)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.657, h-index: 26)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.354, h-index: 14)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.556, h-index: 38)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.329, h-index: 35)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.232, h-index: 4)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8, SJR: 0.614, h-index: 42)
Business Strategy Series     Hybrid Journal   (Followers: 6, SJR: 0.201, h-index: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.686, h-index: 32)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.238, h-index: 10)
China Finance Review Intl.     Hybrid Journal   (Followers: 5)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.216, h-index: 12)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.346, h-index: 17)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.829, h-index: 10)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.269, h-index: 22)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.508, h-index: 8)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.703, h-index: 26)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.309, h-index: 29)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.32, h-index: 15)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.356, h-index: 13)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, h-index: 8)
Digital Library Perspectives     Hybrid Journal   (Followers: 23)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 21, SJR: 0.533, h-index: 32)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 129, SJR: 0.241, h-index: 4)
Education + Training     Hybrid Journal   (Followers: 22, SJR: 0.532, h-index: 30)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 0.141, h-index: 10)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 6, SJR: 0.435, h-index: 22)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.387, h-index: 39)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.541, h-index: 28)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.239, h-index: 9)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.145, h-index: 9)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.481, h-index: 21)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.596, h-index: 30)
European J. of Management and Business Economics     Open Access   (Followers: 1)
European J. of Marketing     Hybrid Journal   (Followers: 21, SJR: 0.933, h-index: 55)
European J. of Training and Development     Hybrid Journal   (Followers: 9, SJR: 0.489, h-index: 23)
Evidence-based HRM     Hybrid Journal   (Followers: 5)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.371, h-index: 18)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.486, h-index: 20)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 18, SJR: 0.359, h-index: 22)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.383, h-index: 17)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 45, SJR: 0.172, h-index: 4)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.141, h-index: 2)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.174, h-index: 4)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.121, h-index: 6)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.14, h-index: 4)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.163, h-index: 4)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.217, h-index: 14)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.322, h-index: 19)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.63, h-index: 69)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.375, h-index: 32)
Info     Hybrid Journal   (Followers: 1, SJR: 0.25, h-index: 21)
Information and Computer Security     Hybrid Journal   (Followers: 22)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.576, h-index: 28)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.112, h-index: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60, SJR: 0.48, h-index: 13)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.746, h-index: 57)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.304, h-index: 7)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.515, h-index: 38)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 14, SJR: 0.416, h-index: 7)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.279, h-index: 25)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.763, h-index: 38)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 13, SJR: 1.329, h-index: 35)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 18, SJR: 0.399, h-index: 5)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 6, SJR: 0.225, h-index: 7)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.424, h-index: 32)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 6, SJR: 0.179, h-index: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.199, h-index: 5)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.25, h-index: 12)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.694, h-index: 28)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 5, SJR: 0.32, h-index: 8)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.638, h-index: 6)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 11, SJR: 0.352, h-index: 32)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.277, h-index: 15)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.201, h-index: 5)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, SJR: 0.13, h-index: 2)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 7)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 10, SJR: 0.173, h-index: 5)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.258, h-index: 10)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4, SJR: 0.145, h-index: 2)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.107, h-index: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.111, h-index: 2)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 19)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 5, SJR: 0.562, h-index: 15)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.998, h-index: 15)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.212, h-index: 11)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.354, h-index: 37)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.261, h-index: 5)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.594, h-index: 32)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.198, h-index: 94)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.222, h-index: 11)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.165, h-index: 9)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.304, h-index: 12)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.694, h-index: 66)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.254, h-index: 10)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.785, h-index: 31)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 24, SJR: 0.272, h-index: 37)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.544, h-index: 63)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.133, h-index: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.543, h-index: 36)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.227, h-index: 25)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 48, SJR: 0.361, h-index: 5)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.325, h-index: 8)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 13, SJR: 0.616, h-index: 29)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.208, h-index: 13)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 7, SJR: 0.196, h-index: 12)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.358, h-index: 8)
Intl. Marketing Review     Hybrid Journal   (Followers: 16, SJR: 1.076, h-index: 57)
Irish J. of Occupational Therapy     Open Access  
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.124, h-index: 11)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.346, h-index: 7)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 8)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.291, h-index: 7)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.177, h-index: 9)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal  
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.22, h-index: 5)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 49)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.115, h-index: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20, SJR: 0.215, h-index: 6)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.664, h-index: 48)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.381, h-index: 17)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.167, h-index: 9)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.188, h-index: 4)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.112, h-index: 3)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.735, h-index: 6)
J. of Consumer Marketing     Hybrid Journal   (Followers: 18, SJR: 0.613, h-index: 62)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.633, h-index: 5)
J. of Criminal Psychology     Hybrid Journal   (Followers: 117, SJR: 0.13, h-index: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 46)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.109, h-index: 5)
J. of Documentation     Hybrid Journal   (Followers: 174, SJR: 0.936, h-index: 50)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.498, h-index: 26)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 0.848, h-index: 36)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.173, h-index: 10)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.433, h-index: 38)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.212, h-index: 8)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.52, h-index: 7)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.529, h-index: 30)
J. of Financial Crime     Hybrid Journal   (Followers: 372, SJR: 0.158, h-index: 5)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.234, h-index: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 12)
J. of Forensic Practice     Hybrid Journal   (Followers: 54, SJR: 0.225, h-index: 8)
J. of Global Mobility     Hybrid Journal   (Followers: 2)
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 21, SJR: 0.67, h-index: 27)

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Journal Cover Human Resource Management International Digest
  [SJR: 0.121]   [H-I: 6]   [17 followers]  Follow
    
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 0967-0734
   Published by Emerald Homepage  [339 journals]
  • Increasing the strategic role of HR: the importance of macro-economic
           conditions
    • Pages: 1 - 2
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 1-2, March 2018.
      Purpose The purpose of this paper is to introduce notions for increasing the strategic position of the HR function by outlining the influence that macro-economic trends play on the role of the function and the success of its initiatives. The main focus is on how HR can over time change with economic cycles to add tangible value and drive strategic conversations. Design/methodology/approach This argument is split into three sections: the importance of strategic considerations for change, macro-economic trends and HR, and HR’s increased input to business strategy. It looks at the work of key theorists in change management, analyzes the history of HR and develops these arguments into conclusions about how to improve HR’s strategic role. Findings Key theories of change management demonstrate that strategy is critical to the success of change projects. This means encompassing both internal and external factors affecting a business. By examining the historical development of HR it is clear to see that macro-economic trends are a significant external factor that is not often investigated by HR. If HR can harness this information, they will be able to implement proactive initiatives and drive strategic conversations. Originality/value The notions outlined in this paper identify a significant factor for the success of HR that is not often investigated by the function, allowing HR to implement more effective initiatives at optimal times.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:34Z
      DOI: 10.1108/HRMID-03-2017-0056
       
  • Redefining HR using people analytics: the case of Google
    • Pages: 3 - 6
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 3-6, March 2018.
      Purpose This paper aims to highlight the importance of analytics and its advantages in the human resource domain using the example of Google, which has extensively used analytics to improve various aspects of people management. Design/methodology/approach The paper discusses human resource analytics and illustrates how it has been successfully implemented by Google to enable better decision-making. Findings Implementation of analytics in the area of human resources can make people-related decision-making objective, transparent and data-driven and, thus, make the function “quantitative” in nature. Originality/value Although analytics has been widely implemented in functions such as finance and marketing, it is yet to gain a strong foothold in the domain of human resources. This paper discusses how Google, a leading organization in the field of technology, has been able to take impactful people-related decisions with the help of analytics.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:21Z
      DOI: 10.1108/HRMID-06-2017-0112
       
  • HRM and the case of transgender workers: a complex landscape of limited
           HRM “know how” with some pockets of good practice
    • Pages: 7 - 11
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 7-11, March 2018.
      Purpose Human resource management (HRM) departments report a lack of knowledge on supporting transgender employees during gender transition in the workplace. The purpose of this research is to survey the experiences of transgender workers in English-, French- and German-speaking countries to evaluate their experience of transitioning at work and the HRM support they received to do so. Design/methodology/approach A questionnaire consisting of 32 quantitative items and qualitative text boxes was completed by 166 transgender individuals. Findings Results show a mostly negative landscape with some pockets of good practice. Research limitations/implications Answers are based on self-report measures and data are cross-sectional. Practical implications Recommendations for good practice are proposed for HRM departments. Social implications A move towards a more inclusive workplace is needed. Originality/value Questions focus on HRM practices specifically, whereas other surveys have assessed work practices more broadly.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:35Z
      DOI: 10.1108/HRMID-06-2017-0121
       
  • The ethic of care: an HR strategy to address obesity in the workplace
    • Pages: 12 - 15
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 12-15, March 2018.
      Purpose This paper aims to highlight an ethic of care approach human resource (HR) departments can use to address obesity in the workplace. Design/methodology/approach This paper is prepared by experts who add their unbiased views to a very pertinent topic. Findings This paper focused on an ethic of care approach to addressing obesity in the workplace and provides advice that HR departments can adopt to address this issue. Originality/value This paper addresses a pertinent topic in a succinct manner that saves time for practitioners and scholars alike. This paper addresses the topic of obesity in the workplace which is of a growing concern worldwide.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:15Z
      DOI: 10.1108/HRMID-07-2017-0131
       
  • Beating the cyberbullies
    • Pages: 16 - 18
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 16-18, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Bullying – it has been an unfortunate piece of the workplace jigsaw ever since workplaces began to exist centuries ago. While acts of bullying may have lessened in violence since medieval times – not so many beheadings these days; fewer drownings of recalcitrant employees – they have developed in their complexity. Partly this is down to advances in human experience, but a lot of this is down to how communications have evolved. Perhaps at a much greater pace than the humans that work them. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:32Z
      DOI: 10.1108/HRMID-01-2018-0001
       
  • Ban the box scheme helps ex-offenders avoid prejudice
    • Pages: 19 - 21
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 19-21, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The present study was designed to test whether the Ban the Box strategy of delaying knowledge of offences proved effective in helping ex-offenders to get hired and what factors helped managers make decisions. The researchers concluded there were five principal factors that influenced decisions. The first was “how the managers on Ban the Box schemes perceived the value of the criminal history.” The second important factor was “concerns about safety and cost.” The third factor was the “characteristics of the offence.” The fourth factor was the HR manager’s “motivation to hire”. The final important factor was “evidence of applicant growth.” Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:30Z
      DOI: 10.1108/HRMID-01-2018-0002
       
  • More work and less play
    • Pages: 22 - 24
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 22-24, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Increased use of technology in the workplace is enabling greater flexibility to working schedules. However, this is negatively impacting on work-life balance. With the creation of appropriate policies, practitioners can alleviate the detrimental effects and ensure that technology is used in ways that have more positive consequences for both employee and firm. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:22Z
      DOI: 10.1108/HRMID-01-2018-0009
       
  • #BlackLivesMatter and business
    • Pages: 25 - 27
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 25-27, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings For any student of political philosophy, they are taught there are three types of justice delivered to deserving criminals. Retributive justice, which is based on a punishment that may – or may not in some cases – fit the crime. Then there is distributive justice, which focuses instead on the rehabilitation of the offender and will also include treatment rather than punishment. Finally, there is retributive justice which despite its relative newness as a term has been referred to and used on a small scale all the way back to biblical times and beyond. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:18Z
      DOI: 10.1108/HRMID-01-2018-0005
       
  • Job attitudes differ among unionised and non-unionised workers
    • Pages: 28 - 29
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 28-29, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Findings show that unionized employees perceive less manager–employee consultation, health and safety, dispensability, time flexibility, workload flexibility, managerial trust, fair treatment, and pay equity. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:24Z
      DOI: 10.1108/HRMID-01-2018-0004
       
  • Knowledge hiding: impact of interpersonal behavior and expertise
    • Pages: 30 - 32
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 30-32, March 2018.
      Purpose This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding behavior. The paper is written with an intent to explain a conceptual model for practitioners’ benefit. The work is novel and covers the latest construct in the field of knowledge management and human resource management. Design/methodology/approach A conceptual framework is elaborated with a brief explanation of the theory that helps explain it. The framework although being novel in itself, the explanation has been drawn from existing literature. Findings If the co-workers do not treat each other with dignity and respect, it hampers their relationship. This in turn makes them hide knowledge from each other and at the same time if one of them holds an expertise power over the other, this behavior would be more enhanced. The whole relationship could be explained using social exchange theory. This holds implications for managers, especially when knowledge management is of paramount importance to a company for its sustenance. Practical implications This work provides new insights into knowledge hiding behavior by employees. Certain ways to reduce this behavior are proposed. Originality/value This paper is the one of the few written with an intent to bring knowledge hiding and its causes, to executives, in an easy to digest form. The concept is also newly introduced and these factors have not yet been brought up by any other researcher in the field.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:39Z
      DOI: 10.1108/HRMID-01-2018-0010
       
  • To tell or not to tell'
    • Pages: 33 - 35
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 33-35, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Employees face a considerable dilemma in deciding whether to inform their employer about sensitive personal issues like fertility treatment that might impact on their attendance and performance. If effective policies are created, employees can properly evaluate the issues involved and receive appropriate support to aid their decision-making. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:38Z
      DOI: 10.1108/HRMID-01-2018-0011
       
  • Millennials create conflict at work because they feel “hurt” by unfair
           attitudes of superiors
    • Pages: 36 - 37
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 36-37, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings American millennials who instigate conflict with their elders and superiors at work are doing so because they feel hurt by the unfairness they experience, according to new research. One of the major findings was that millennials initiated conflict because they were “hurt.” They felt insulted, disrespected, angry and aggrieved. The unfairness gnawed away at them and they felt obliged to speak up. The researchers pointed out that the millennials’ descriptions of workplace bullies and dysfunctional bosses was supported by research. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:26Z
      DOI: 10.1108/HRMID-01-2018-0003
       
  • Good HR, Bad HR
    • Pages: 38 - 40
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 38-40, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings It is one of the most common refrains within the walls of the modern organization – “we need to break down silos,” “we need to stop siloed thinking,” and “we need to change the silo mentality.” Anyone would think there is a war on silos and their seemingly catastrophic effects. However, the refrain is not a new one, and despite the war on silos, they seem to still exist and proliferate like weeds in a garden. Surely, we have got the idea by now that they are not a good thing and that we need to destroy them once and for all' Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:16Z
      DOI: 10.1108/HRMID-01-2018-0007
       
  • Moves to increase diversity and inclusion in the workplace
    • Pages: 41 - 43
      Abstract: Human Resource Management International Digest, Volume 26, Issue 2, Page 41-43, March 2018.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Firms that increase their emphasis on diversity and inclusion can generate positive perceptions and attitudes among employee groups that have been historically marginalized. Leaders play a significant role by consistently demonstrating fairness to all employees through formal practices and routine behaviors. Inclusion is determined more by the actions of co-workers who can help cultivate an environment where camaraderie and a sense of belongingness are the norm. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-03-22T10:31:40Z
      DOI: 10.1108/HRMID-01-2018-0012
       
  • Smart HR 4.0 – how industry 4.0 is disrupting HR
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain. This paper illustrates the advantages of Smart HR 4.0 in the HR domain by using the example of Credit Suisse, which has extensively used people analytics to reduce employee attrition. Design/methodology/approach The paper discusses the role of Smart HR 4.0 as a disruptor in the human resource domain. With the help of the Smart HR 4.0 conceptual framework, this paper illustrates how Smart HR 4.0 disrupts the talent on-boarding, talent development, and talent off-boarding process. Findings An organization would require a successful Smart HR 4.0 strategy to cope up with the challenges of Industry 4.0 transformation. Emerging technologies such as Internet-of-Things, Big Data, and artificial intelligence will automate most of the HR processes, resulting in efficient and leaner HR teams. Both organization structure and leadership style changes would be required for efficient Smart HR 4.0 implementation that would allow HR departments to play a more strategic role in the overall organization growth. Originality/value This paper contributes to the existing literature and body of knowledge in the HR domain by developing a Smart HR 4.0 conceptual framework. This paper discusses how Smart HR 4.0 acts as a catalyst in the disruption of talent ion-boarding, talent development, and talent off-boarding process with the help of emerging technologies and change in the employee generation.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-15T07:25:09Z
      DOI: 10.1108/HRMID-04-2018-0059
       
  • Managing millennials in the digital era: building a sustainable culture
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this paper is to present strategies maximizing the millennial talent. The study focuses on finer aspects such as millennials interests, likes, risk tolerance level, and unhappiness at workplace. The paper also underlines that the generational differences in the workplace cannot be ignored but only has to be welcomed to build an organization that exhibits and promotes inclusive behavior. Design/methodology/approach The research design adopted for the study is exploratory in nature. The research analysis is based on the information/data collected from the journal articles, newspapers, and the various conferences and majorly from in-person discussions with the HR heads. Findings Millennials engage in discussions with their age group and peers, who are like-minded. They often tend to exhibit intolerance with incompatible and thus avoid talking to older generation workforce in the organization. While confronting them, they like to challenge the status quo and go beyond the conventional way of doing things. Research limitations/implications The findings and the implications reflect the perspective of millennials employed in the services industry. Further research can focus on other industries especially in the manufacturing sector, where the scope of innovation and doing different is limited. Practical implications Millennials express very little loyalty when compared to the older generations. Further, they also feel that they are underutilized and have greater potential to do more. Organizations should take every effort that the older generations help the millennials in understanding the work, invest time in coaching and development of their leadership skills. Originality/value The study presents an alternative in managing the millennials thereby maximizing their talent in the workplace.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-15T07:22:30Z
      DOI: 10.1108/HRMID-11-2017-0168
       
  • Designing training programs for HRD, expectations of participants explored
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to investigate the expectations of adult part-time participants enrolled in training programs. The purpose was to provide knowledge for the adequate design of those programs. Design/methodology/approach The design was a combination of complementary research methodologies. A literature review exploring the topic marked the start of the investigation. On the basis of this review, questions were formulated for group interviews, using the Delphi method, a qualitative research method. Findings The results revealed that participants in training programs have high expectations, in terms of facilities and organization, as well as in content, instructional formats, and trainers, albeit that these expectations differ per course. Practical implications Insights into participants’ expectations provide educational institutes with the opportunity to respond to the target group more appropriately, and to fulfill their obligation to facilitate lifelong learning for employees.This paper also supports human resource development professionals to select and design adequate training programs for their employees. Originality/value This is one of the few studies using the Delphi method, a qualitative research method, to investigate the expectations of adult part-time participants enrolled in training programs.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-15T07:20:07Z
      DOI: 10.1108/HRMID-10-2017-0158
       
  • Driving forward green human resource management in India
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the developing green HRM practices of Indian manufacturers, and how deepening and widening these can boost competitive advantage. A framework of key interventions includes creating a harmony of wider corporate practices that all teams can recognize as belonging within the organization’s cultural core. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-15T07:17:48Z
      DOI: 10.1108/HRMID-02-2018-0038
       
  • Designing maximum impact into disability sensitization workshops
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on assessing the effectiveness of disability sensitization workshops, with the aim of helping organizations become inclusive workplaces through self-evaluation. Respondents valued being trained by a person with a disability, and a psychologically complex symptom of informative disability training was that delegates inadvertently conceptualized disabled people as “others”. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-15T07:12:49Z
      DOI: 10.1108/HRMID-02-2018-0039
       
  • Better systems, better people'
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings In recent years, one of the trends that has been observed in human relations research and practice is that the term “human relations” has become, well, a little old hat. There are numerous examples of companies changing the names of their departments to something else, such as “people,” to make the teams sound more relevant and employee-focused. Indeed, much academic research has also followed this trend and – this journal not withstanding – have sought to become less mechanical about the nature of what is covered, and increase the psychological aspects of what is being studied. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-15T07:10:47Z
      DOI: 10.1108/HRMID-03-2018-0053
       
  • The transition from outside to in
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Barriers typically exist between temporary agency workers and core employees at client organizations. A focus on improving the social skills of temps can help better integrate them into the firm and boost their prospects of securing a permanent position. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-15T07:08:27Z
      DOI: 10.1108/HRMID-03-2018-0054
       
  • What is ambition'
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Does ambition differ between men and women' This question is fraught with danger on so many levels, and perhaps as a result it remains rather a taboo issue. The traditional, patriarchal “Mad Men” view is that men are more ambitious than women and more successful, but that women are “changing” and transporting their competitiveness into the workplace. Thankfully, things have moved on since then, although by how much is perhaps another moot point. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information, and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-11T08:22:37Z
      DOI: 10.1108/HRMID-01-2018-0013
       
  • What vs how
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the papers in context. Findings Performance management often uses SMART objectives; however, the setting of such goals is often difficult. Managerial perspectives focus on either results or processes, and in parallel, tasks can also be seen as being straightforward or complex. A contingency model is suggested, which ranks tasks on a scale from straightforward/results-based to complex/process-oriented. Such a scale makes objective setting more flexible, requires detailed discussions between managers and employees within the broader scope of the organization’s values, and makes for more effective objective setting and achievement. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-01T08:25:11Z
      DOI: 10.1108/HRMID-03-2018-0052
       
  • Achievement vs avoidance
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The effects of a promotion focus, prevention focus, and a dual regulatory focus on work performance, sickness, and emotional exhaustion were investigated for managers and non-managers in The Netherlands. The dual focus relates more to managers, who have more complex roles and are called on to be able to act in flexible ways on a continual basis. It was tentatively found that a dual focus is not as beneficial as previously expected, and perhaps enhancing a promotion focus for managers and non-managers is more advantageous for an organization. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-01T08:22:51Z
      DOI: 10.1108/HRMID-03-2018-0051
       
  • HR tech startups in India
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This article aims to establish the need for professionals and industry to get together on a common platform to engage in discussions, identify innovations and set standards. The movement of employees from unorganized to organized segment is accelerating and subsequently the cost of managing employees is also going to increase manifold for Indian organizations. The HR Tech landscape is pegged at $400m annually and expected to grow significantly. Design/methodology/approach The paper looks at the HR Tech landscape and posits how HR technologies can help companies save significant costs, and also bring in advanced techniques such as automation and analytics which will improve work efficiency. Findings While big enterprises are also working in the area of HR technology, startups are showing rapid progress, owing to the fact that they do not have to cope with legacy data/technology/operations. Challenges still remain such as failure to lay groundwork for adoption by employees. Practical implications While there are diverse products and technologies in the market, the core challenge is to find the right product-market fit. HR buyers have to ensure that the solutions are future proof. Social implications Automation is going to affect a lot of jobs, certain profiles more so than others. At a larger scale, integrating automation in work processes will have a substantial adverse impact on employees in these job profiles. Originality/value The HR Tech landscape is inundated with technology-first startups. There is a dearth of academic literature. There is also a cogent need for professionals and industry to get together on a common platform to engage in discussions, identify innovations, and set standards.
      Citation: Human Resource Management International Digest
      PubDate: 2018-04-30T12:55:00Z
      DOI: 10.1108/HRMID-10-2017-0159
       
  • Effective feedback for millennials in new organizations
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to understand aspects of feedback given to the millennial generation, particularly in new organizations. Design/methodology/approach This paper is based on a review of existing literature from journals and magazines. The perspectives discussed in this paper have been substantiated with discussions with practicing line and HR managers. This paper has been further developed after conducting informal discussions with employees and their supervisors (both millennials and non-millennials). However, the synthesized perspectives expressed here are those of the authors. Findings The millennial generation has characteristics that relate to receiving feedback. Key aspects discussed in this paper are the purpose of feedback, formal versus informal methods, short versus long-term orientation, frequency, hierarchical relationships, and technology. Practical implications With the increasing entry of millennials into the workforce, organizations need to focus on the mechanisms and environments for effective feedback. Originality/value This paper is timely given the rising number of millennials entering the workforce. This work looks into the mechanisms for effective performance feedback, as well as creating a facilitating environment with the focus on employee development.
      Citation: Human Resource Management International Digest
      PubDate: 2018-04-30T12:53:30Z
      DOI: 10.1108/HRMID-09-2016-0128
       
  • The way we work: linking market orientation with internal workplace
           solutions
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This study aims to reinforce the importance of taking HR beyond administrative activity leading to stronger market orientated performance and the greater use of its people. Many organizations underestimate the effects of deliberately combining market orientation with internal communication demands. As a strategic partner, HR can offer support for designing effective workplace concepts that address such a challenge. Design/methodology/approach Using in-depth interviews, the authors explore aspects of effective workplace designs in high-performing German firms. This work is taken from a wider study of commercial office solutions completed in 2017. Findings Workplace designs need to be carefully developed to meet firm-specific needs dedicated to a market orientation strategy. Originality/value Practical lessons are drawn for helping HR professionals to better facilitate market orientation and communication needs from inside the organization.
      Citation: Human Resource Management International Digest
      PubDate: 2018-04-30T12:52:33Z
      DOI: 10.1108/HRMID-01-2018-0015
       
  • Developing cultural intelligence: learning together with reciprocal
           mentoring
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to focus on how reciprocal mentoring can be used to make employees culturally intelligent. Design/methodology/approach The authors conceptualize and present this framework based on their own experience in the industry and research experience in cross-cultural competence. Findings Workplaces today are characterized by high levels of multiculturalism. In such environments, being able to navigate this cultural diversity can be a challenge to many employees. Investing in cross-cultural training can be costly and time consuming. In such a situation, what better way to learn and appreciate cultural diversity than by bringing together two individuals from different cultural backgrounds. Reciprocal mentoring for developing cultural intelligence can be an effective practice that organizations can follow to develop intercultural competence amongst its employees. Practical implications The concept presented in the paper can help organizations use their own existing resources to develop cultural intelligence company-wide, rather than choosing third-party interventions/training. Originality/value This paper provides executives with a quick glimpse into the concept of cultural intelligence and its development through reciprocal mentoring.
      Citation: Human Resource Management International Digest
      PubDate: 2018-04-30T12:50:07Z
      DOI: 10.1108/HRMID-03-2018-0050
       
  • Self-efficacy measure may enhance your recruitment and placement efforts
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to offer the views that the psychological construct, self-efficacy, is significantly related to high or strong performance at work and that a brief, efficient survey allows for managers and HR practitioners to assess individuals per the characteristic. Design/methodology/approach The authors performed a broad review of literature, mostly empirical research, focused in particular upon the linkage of self-efficacy with work performance. Important conclusions of this review are reported. Also researched were the existing measures (surveys and scales) of self-efficacy that demonstrated validity and reliability. Findings Hundreds of studies, in combination, have concluded that the construct, self-efficacy, is highly and positively related to individual motivation, self-confidence, proactive behavior, and work performance, among other valued characteristics. There are measures to use to assess individual beliefs regarding self-efficacy that may be used in for recruitment and placement decisions. Originality/value Clearly expressed is the substance and value of the self-efficacy construct which has been the subject of hundreds of studies. The importance of self-efficacy and its linkage to motivation and performance is expressed. A brief, statistically valid, and reliable instrument is offered in its entirety for use by managers and/or HR practitioners.
      Citation: Human Resource Management International Digest
      PubDate: 2018-04-30T12:49:33Z
      DOI: 10.1108/HRMID-03-2018-0043
       
 
 
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