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Publisher: Emerald   (Total: 341 journals)

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Showing 1 - 200 of 341 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 12)
Academia Revista Latinoamericana de Administración     Open Access   (Followers: 2, SJR: 0.178, CiteScore: 1)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 31, SJR: 1.71, CiteScore: 3)
Accounting Research J.     Hybrid Journal   (Followers: 25, SJR: 0.144, CiteScore: 0)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 21, SJR: 2.187, CiteScore: 4)
Advances in Accounting Education     Hybrid Journal   (Followers: 16, SJR: 0.279, CiteScore: 0)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.451, CiteScore: 1)
Advances in Autism     Hybrid Journal   (Followers: 21, SJR: 0.222, CiteScore: 1)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 46, SJR: 0.21, CiteScore: 1)
Advances in Gender Research     Full-text available via subscription   (Followers: 4, SJR: 0.16, CiteScore: 0)
Advances in Intl. Marketing     Full-text available via subscription   (Followers: 6)
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 71, SJR: 0.296, CiteScore: 0)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 30)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 10, SJR: 0.216, CiteScore: 1)
Agricultural Finance Review     Hybrid Journal   (SJR: 0.406, CiteScore: 1)
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 198, SJR: 0.354, CiteScore: 1)
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: 0.235, CiteScore: 1)
Arts and the Market     Hybrid Journal   (Followers: 9)
Asia Pacific J. of Innovation and Entrepreneurship     Open Access  
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 8, SJR: 0.425, CiteScore: 1)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 5, SJR: 0.234, CiteScore: 1)
Asian Association of Open Universities J.     Open Access   (Followers: 1)
Asian Education and Development Studies     Hybrid Journal   (Followers: 5, SJR: 0.233, CiteScore: 1)
Asian J. on Quality     Hybrid Journal   (Followers: 3)
Asian Review of Accounting     Hybrid Journal   (Followers: 2, SJR: 0.222, CiteScore: 1)
Aslib J. of Information Management     Hybrid Journal   (Followers: 27, SJR: 0.725, CiteScore: 2)
Aslib Proceedings     Hybrid Journal   (Followers: 296)
Assembly Automation     Hybrid Journal   (Followers: 2, SJR: 0.603, CiteScore: 2)
Baltic J. of Management     Hybrid Journal   (Followers: 3, SJR: 0.309, CiteScore: 1)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 10, SJR: 0.559, CiteScore: 2)
British Food J.     Hybrid Journal   (Followers: 16, SJR: 0.5, CiteScore: 2)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.46, CiteScore: 1)
Business Process Re-engineering & Management J.     Hybrid Journal   (Followers: 8)
Business Strategy Series     Hybrid Journal   (Followers: 6)
Career Development Intl.     Hybrid Journal   (Followers: 17, SJR: 0.527, CiteScore: 2)
China Agricultural Economic Review     Hybrid Journal   (Followers: 2, SJR: 0.31, CiteScore: 1)
China Finance Review Intl.     Hybrid Journal   (Followers: 5, SJR: 0.245, CiteScore: 0)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.278, CiteScore: 1)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.246, CiteScore: 1)
Collection Building     Hybrid Journal   (Followers: 11, SJR: 0.296, CiteScore: 1)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.22, CiteScore: 1)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 5, SJR: 0.274, CiteScore: 1)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 14, SJR: 0.731, CiteScore: 2)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.453, CiteScore: 1)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 7, SJR: 0.336, CiteScore: 1)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.378, CiteScore: 1)
Cross Cultural & Strategic Management     Hybrid Journal   (Followers: 8, SJR: 0.504, CiteScore: 2)
Development and Learning in Organizations     Hybrid Journal   (Followers: 7, SJR: 0.138, CiteScore: 0)
Digital Library Perspectives     Hybrid Journal   (Followers: 23, SJR: 0.341, CiteScore: 1)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 22, SJR: 0.47, CiteScore: 1)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 131, SJR: 0.245, CiteScore: 1)
Education + Training     Hybrid Journal   (Followers: 23)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (Followers: 1, SJR: 1.707, CiteScore: 3)
Emerald Emerging Markets Case Studies     Hybrid Journal   (Followers: 1)
Employee Relations     Hybrid Journal   (Followers: 8, SJR: 0.551, CiteScore: 2)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.444, CiteScore: 1)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 10, SJR: 0.653, CiteScore: 2)
English Teaching: Practice & Critique     Hybrid Journal   (SJR: 0.417, CiteScore: 1)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 13, SJR: 0.5, CiteScore: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1, SJR: 0.26, CiteScore: 1)
European Business Review     Hybrid Journal   (Followers: 8, SJR: 0.585, CiteScore: 3)
European J. of Innovation Management     Hybrid Journal   (Followers: 23, SJR: 0.454, CiteScore: 2)
European J. of Management and Business Economics     Open Access   (Followers: 1, SJR: 0.239, CiteScore: 1)
European J. of Marketing     Hybrid Journal   (Followers: 20, SJR: 0.971, CiteScore: 2)
European J. of Training and Development     Hybrid Journal   (Followers: 11, SJR: 0.477, CiteScore: 1)
Evidence-based HRM     Hybrid Journal   (Followers: 5, SJR: 0.537, CiteScore: 1)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.503, CiteScore: 2)
Foresight     Hybrid Journal   (Followers: 7, SJR: 0.34, CiteScore: 1)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 18, SJR: 0.412, CiteScore: 1)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 2, SJR: 0.421, CiteScore: 1)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 46, SJR: 0.426, CiteScore: 1)
History of Education Review     Hybrid Journal   (Followers: 12, SJR: 0.26, CiteScore: 0)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.171, CiteScore: 0)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 17, SJR: 0.129, CiteScore: 0)
Humanomics     Hybrid Journal   (Followers: 2, SJR: 0.333, CiteScore: 1)
IMP J.     Hybrid Journal  
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.174, CiteScore: 0)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 5, SJR: 0.334, CiteScore: 1)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 7, SJR: 0.904, CiteScore: 3)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.318, CiteScore: 1)
Info     Hybrid Journal   (Followers: 1)
Information and Computer Security     Hybrid Journal   (Followers: 22, SJR: 0.307, CiteScore: 1)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.671, CiteScore: 2)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 11, SJR: 0.191, CiteScore: 1)
Interlending & Document Supply     Hybrid Journal   (Followers: 60)
Internet Research     Hybrid Journal   (Followers: 37, SJR: 1.645, CiteScore: 5)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 4, SJR: 0.324, CiteScore: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 9, SJR: 0.275, CiteScore: 1)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 8, SJR: 0.654, CiteScore: 3)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 16, SJR: 0.353, CiteScore: 1)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 7, SJR: 0.318, CiteScore: 1)
Intl. J. of Commerce and Management     Hybrid Journal   (Followers: 1)
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 15, SJR: 0.362, CiteScore: 1)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 13, SJR: 1.452, CiteScore: 4)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 18, SJR: 0.339, CiteScore: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 9, SJR: 0.139, CiteScore: 0)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 6, SJR: 0.387, CiteScore: 1)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 5, SJR: 0.559, CiteScore: 1)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 6, SJR: 0.201, CiteScore: 1)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3, SJR: 0.474, CiteScore: 2)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 2, SJR: 0.349, CiteScore: 1)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 4, SJR: 0.629, CiteScore: 2)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 5, SJR: 0.388, CiteScore: 1)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 6, SJR: 0.445, CiteScore: 1)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 11, SJR: 0.358, CiteScore: 1)
Intl. J. of Health Governance     Hybrid Journal   (Followers: 26, SJR: 0.247, CiteScore: 1)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 9, SJR: 0.211, CiteScore: 1)
Intl. J. of Human Rights in Healthcare     Hybrid Journal   (Followers: 6, SJR: 0.205, CiteScore: 0)
Intl. J. of Information and Learning Technology     Hybrid Journal   (Followers: 8, SJR: 0.226, CiteScore: 1)
Intl. J. of Innovation Science     Hybrid Journal   (Followers: 11, SJR: 0.197, CiteScore: 1)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 3, SJR: 0.214, CiteScore: 1)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 9, SJR: 0.375, CiteScore: 1)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2, SJR: 0.217, CiteScore: 1)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 3, SJR: 0.227, CiteScore: 0)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 19)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 5, SJR: 0.802, CiteScore: 3)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 10, SJR: 0.71, CiteScore: 2)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.203, CiteScore: 1)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 2, SJR: 0.36, CiteScore: 2)
Intl. J. of Manpower     Hybrid Journal   (Followers: 2, SJR: 0.365, CiteScore: 1)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 24, SJR: 0.426, CiteScore: 1)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 11, SJR: 0.307, CiteScore: 1)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 11, SJR: 0.697, CiteScore: 3)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 18, SJR: 2.052, CiteScore: 4)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.138, CiteScore: 1)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.25, CiteScore: 1)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 11, SJR: 1.821, CiteScore: 4)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.303, CiteScore: 1)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 7, SJR: 0.578, CiteScore: 2)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 25, SJR: 0.438, CiteScore: 1)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 7, SJR: 0.492, CiteScore: 2)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2, SJR: 0.309, CiteScore: 1)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 6, SJR: 0.742, CiteScore: 3)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 5, SJR: 0.225, CiteScore: 1)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 49, SJR: 0.3, CiteScore: 1)
Intl. J. of Sports Marketing and Sponsorship     Hybrid Journal   (Followers: 1, SJR: 0.269, CiteScore: 1)
Intl. J. of Structural Integrity     Hybrid Journal   (Followers: 2, SJR: 0.228, CiteScore: 0)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 13, SJR: 0.502, CiteScore: 2)
Intl. J. of Tourism Cities     Hybrid Journal   (Followers: 2, SJR: 0.502, CiteScore: 0)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.186, CiteScore: 1)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 8, SJR: 0.562, CiteScore: 2)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 11, SJR: 0.303, CiteScore: 1)
Intl. Marketing Review     Hybrid Journal   (Followers: 15, SJR: 0.895, CiteScore: 3)
Irish J. of Occupational Therapy     Open Access  
ISRA Intl. J. of Islamic Finance     Open Access  
J. for Multicultural Education     Hybrid Journal   (Followers: 1, SJR: 0.237, CiteScore: 1)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 5, SJR: 0.301, CiteScore: 1)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 9)
J. of Adult Protection, The     Hybrid Journal   (Followers: 15, SJR: 0.314, CiteScore: 1)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 44, SJR: 0.222, CiteScore: 1)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (SJR: 0.108, CiteScore: 0)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 16, SJR: 0.227, CiteScore: 1)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 48, SJR: 0.2, CiteScore: 0)
J. of Asia Business Studies     Hybrid Journal   (Followers: 2, SJR: 0.245, CiteScore: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 20)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 8, SJR: 0.652, CiteScore: 2)
J. of Business Strategy     Hybrid Journal   (Followers: 11, SJR: 0.333, CiteScore: 1)
J. of Centrum Cathedra     Open Access  
J. of Children's Services     Hybrid Journal   (Followers: 5, SJR: 0.243, CiteScore: 1)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal   (Followers: 1, SJR: 0.2, CiteScore: 0)
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 4)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 6, SJR: 0.173, CiteScore: 1)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.625, CiteScore: 1)
J. of Consumer Marketing     Hybrid Journal   (Followers: 17, SJR: 0.664, CiteScore: 2)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 3, SJR: 0.368, CiteScore: 1)
J. of Criminal Psychology     Hybrid Journal   (Followers: 119, SJR: 0.268, CiteScore: 1)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 46, SJR: 0.254, CiteScore: 1)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 10, SJR: 0.257, CiteScore: 1)
J. of Documentation     Hybrid Journal   (Followers: 171, SJR: 0.613, CiteScore: 1)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 2)
J. of Economic Studies     Hybrid Journal   (Followers: 5, SJR: 0.733, CiteScore: 1)
J. of Educational Administration     Hybrid Journal   (Followers: 6, SJR: 1.252, CiteScore: 2)
J. of Enabling Technologies     Hybrid Journal   (Followers: 8, SJR: 0.369, CiteScore: 1)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 16, SJR: 0.212, CiteScore: 1)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.827, CiteScore: 4)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.281, CiteScore: 1)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 8, SJR: 0.262, CiteScore: 1)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.268, CiteScore: 1)
J. of Facilities Management     Hybrid Journal   (Followers: 4, SJR: 0.33, CiteScore: 1)
J. of Family Business Management     Hybrid Journal   (Followers: 7)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.608, CiteScore: 2)
J. of Financial Crime     Hybrid Journal   (Followers: 366, SJR: 0.228, CiteScore: 0)
J. of Financial Economic Policy     Hybrid Journal   (Followers: 1, SJR: 0.186, CiteScore: 0)
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8, SJR: 0.309, CiteScore: 1)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 8, SJR: 0.159, CiteScore: 0)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 13)
J. of Forensic Practice     Hybrid Journal   (Followers: 56, SJR: 0.205, CiteScore: 1)
J. of Global Mobility     Hybrid Journal   (Followers: 2, SJR: 0.377, CiteScore: 1)

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Journal Cover
Human Resource Management International Digest
Journal Prestige (SJR): 0.129
Number of Followers: 17  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0967-0734
Published by Emerald Homepage  [341 journals]
  • Family business succession: impact on supplier relations and customer
           management
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this study is to examine what happens to human relationships when a family business is handed off to the next generation. The second generation, to succeed, must work to nurture and sustain current customer, supplier, and employee relationships so as not to damage existing goodwill. As power is transferred from the founder of the family business to the next generation, organizational issues and the leadership style of the successor take center stage. Design/methodology/approach This is strictly a conceptual paper designed for the practitioner. There is no empirical study therein, only theoretical frameworks to guide practitioners and family business owners. It is meant to be informational with many useful “tips” for family business succession. Findings Relationships with valuable human resources, such as current customers, suppliers, and employees must receive the attention they deserve to avoid negatively impacting organizational brand equity. Failure to nurture supplier relationships can increase costs and access. Neglected customer relationships may cause the loss of key members of these groups, contributing significantly to second-generation business failures. Damaged employee relationships cause expensive turnover, loss in customers, and negative word of mouth. Research suggests that only 30 per cent of businesses survive into the second generation and even less (about 13 per cent) into the third generation (U.S. Census Bureau, 2015). Research limitations/implications The next step would be to test the propositions using both qualitative and quantitative research, beginning with interviews of second-generation family business owners. The interviews would test the successor-generations’ attitudes and behaviors toward established customers, suppliers, and employees. Attitudes would be measured on a Likert scale to explore the perceived importance of current customers, employees, and suppliers to the new owner. Issues of commitment, responsibility, loyalty, friendship, respect, and caring would also be measured to evaluate how relationship-friendly the new owner is. Levels of retention of key stakeholders would then be correlated with the firm’s financial success or failure to see if there is any statistically significant relationship. Practical implications Establishing and maintaining strong trust relationships will socially bond customers, employees, and suppliers to the organization. Introduction of a second generation changes the dynamics of these relationships, so care is critical, as customers, suppliers, and employees become anxious with change. Relationship management is about nurturing customer relationships, honoring supplier arrangements, and developing employees. Consistent care toward trusted human resources creates brand equity (or monetary value). Naturally, family businesses start small and understand the value of each relationship, but as the business passes from the founder to the second generation, these loyal, trusted relationships may be tested. It is up to the successor to assure customers, suppliers, and employees that they are a valued part of the operation. Inability to do this will likely lead to an erosion of the business’ loyal base and may precipitate in failure of the firm for the successor. Social implications The social implications revolve around acceptable human interaction and proper treatment of individuals who are critical to the small family business’ success. As a family business passes from the founder to the second generation, loyal, trusted relationships may be tested. It is up to the successor to assure customers, suppliers, and employees that they are a valued part of the operation. Inability to do this will likely lead to an erosion of the business’ loyal base and may precipitate in failure of the firm for the successor. Originality/value It is original in that it is practitioner-oriented and full of useful tips for the family business owner. None of the information contained therein is novel. It is a consensus or compilation of useful information packaged for a practitioner.
      Citation: Human Resource Management International Digest
      PubDate: 2018-07-12T09:19:03Z
      DOI: 10.1108/HRMID-05-2018-0104
       
  • Rumors in organizational communication: a nightmare for HR managers
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose Employees often engage in informal interpersonal communication within organizations. Such communication is essential for creating a better work environment. While there are documented advantages of such communication, often, such communication is plagued by rumors. The purpose of this paper is to highlight the menace posed by rumors, the motivations for employees to engage in rumormongering, and possible ways to manage the spread of these rumors. Design/methodology/approach The paper draws from published literature on rumor research to illustrate the menace of rumors within organizational contexts, motivation to engage in rumormongering, and possible management strategies. Findings The paper identifies the menace of rumors in organizations, illustrates the reasons why employees share rumors, and discusses the possible methods to manage the spread of rumors. Originality/value Rumor propagation in organizations is an extremely dynamic process. The key element in rumor management is the swiftness and agility in intervention and management of rumors using strategies described in this paper. HR managers can monitor conversations to identify potentially harmful rumors and tackle this menace.
      Citation: Human Resource Management International Digest
      PubDate: 2018-07-09T07:08:19Z
      DOI: 10.1108/HRMID-04-2018-0086
       
  • Fair management styles help Pakistani fast-food workers to cope with
           verbal aggression
    • 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 study showed that in a positive environment, the workers felt more motivated and took pride in their work, which helped them to withstand the negative effects of the rude and aggressive verbal behavior. 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: 2018-07-09T07:06:39Z
      DOI: 10.1108/HRMID-04-2018-0076
       
  • Management strategies help reduce emotional exhaustion of team members in
           Spanish hotels and restaurants
    • 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 analysis of groups of receptionists and waiters in the hotel and restaurant trades revealed that management strategies to deal with conflicts among team members, particularly “avoidance” and “integrating” approaches, reduces emotional exhaustion in the whole team. The findings showed a strong link between team conflict and collective emotional exhaustion. The study also indicated the benefits of “avoidance” and “integrating” approaches to dealing with conflicts. However, the study revealed that a compromising strategy could actually increase emotional exhaustion. 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: 2018-07-09T07:04:40Z
      DOI: 10.1108/HRMID-05-2018-0097
       
  • Gender stereotypes make it harder for professional women to network in
           Cyprus
    • 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 purpose of the study was to examine whether gender bias affects networking for females in Cyprus. The picture that emerged from the interviews confirmed Socratous’ feeling that Cypriot cultural norms were a barrier to female networking. Both the male and female participants came up with similar analysis of the problem. The author said that the study was important for companies in Cyprus that might be failing to promote the best people to higher positions. 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: 2018-07-09T06:59:58Z
      DOI: 10.1108/HRMID-05-2018-0096
       
  • Entreprise social media boosts trust between colleagues in Nigerian
           organisations
    • 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 study found that enterprise social media use was significantly correlated with developing higher levels of trust. However, the expectation that this would lead to greater knowledge transfer – whether explicit or tacit – was surprisingly not confirmed. 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: 2018-07-09T06:58:57Z
      DOI: 10.1108/HRMID-04-2018-0072
       
  • Leadership style and workplace hostility
    • 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 Sexual harassment is a sub-type of workplace aggression and is more frequent in organizations which tolerate hostility and incivility. It is also found that a passive leadership style is more permissive of hostile behaviors, which in turn means more tolerant of sexual harassment. Both men and women are more likely to experience sexual harassment under a passive leader; however, this is stronger for women working in a male-dominated workplace. Companies wishing to reduce hostility and sexual harassment should look to foster proactive leaders and encourage civil behaviors, as well as a zero-tolerance policy. 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: 2018-07-09T06:57:37Z
      DOI: 10.1108/HRMID-06-2018-0113
       
  • Investigating preferred vs actual working hours
    • 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 number of working hours is an important issue for employees and employers, and there is often a mismatch between the actual and preferred working hours. This mismatch is more intense for employees with disabilities, who may be unable to find preferred conditions of employment and who need flexibility for daily life, travel, and medical appointments. A mismatch in working hours can lead to stress, fatigue, low morale, and low productivity. It is important for managers to manage the mismatch for all employees, especially those with disabilities, to increase satisfaction, productivity, and work-life balance. 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: 2018-07-09T02:16:12Z
      DOI: 10.1108/HRMID-06-2018-0112
       
  • Moving pains
    • 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 Looking at business trends in the 2000s, one of the most dominant themes has been the use of evidence-based decision-making. This is not to say that all twentieth century business decisions were done on the fly with little use of the data available – although shows like Mad Men may make you think otherwise – but the computer and internet age that dawned in the 1980s and 1990s, and the knock-on effect for business school teaching that this had, has meant that the mantra of evidence-based decision-making is now a staple of any sensible 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: 2018-07-04T12:06:35Z
      DOI: 10.1108/HRMID-04-2018-0069
       
  • Do Millennials prefer to be shown appreciation differently'
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose Research demonstrates that feeling appreciated in the workplace increases employee engagement, reduces turnover, and increases profitability. Despite the fact that people differ in how they feel most appreciated, no work to date has explored the impact of age differences on appreciation preferences. The purpose of this paper is to determine if Millennial workers vs their older colleagues differ in the manner they prefer to be shown appreciation. Design/methodology/approach From 2014 to 2018, 62,156 workers completed the Motivating by Appreciation Inventory (White, ) and provided age, gender, and work industry information. Each person’s primary and the least valued languages of appreciation in the workplace were identified. Four age groups were created of approximately equal numbers: ≤29-, 30-39-, 40-49-, and 50+ years old. Findings Words of Affirmation was the most prominent primary language of appreciation across all four age groups and most pronounced in the oldest group (50+). The ≤29-year-old group valued Quality Time more and Acts of Service less than the other three age groups. There were no age group differences in the least valued language of appreciation. Practical implications The results suggest that supervisors and staff members must be mindful to include opportunities for quality time interactions with Millennial workers, as well as provide words of affirmation, to show appreciation for their work. Originality/value This is the first study to assess age differences in preferred ways to be shown appreciation in the workplace.
      Citation: Human Resource Management International Digest
      PubDate: 2018-07-04T12:05:06Z
      DOI: 10.1108/HRMID-04-2018-0065
       
  • Employees shaping their own jobs: how to enable job crafting'
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this study is to review the latest developments in the area of job crafting and provide guidelines on how to enable job crafting. Design/methodology/approach The concept of job crafting is examined through a review, and the author gives his insights on the conditions to be created to enable job crafting. Findings In job crafting, individual employees and groups of employees customize their jobs by changing perceptions, tasks, and interactions related to their jobs in ways that would lead to work engagement and job satisfaction. Job crafting behavior is positively linked to engagement, work performance, job satisfaction, and employees’ well-being. Organizations can benefit by enabling job crafting to supplement top-down traditional job design approaches, thereby facilitating continuous improvement of jobs and innovation. Originality/value The different ways in which employees shape their jobs are examined, and guidelines on how to enable job crafting are elucidated.
      Citation: Human Resource Management International Digest
      PubDate: 2018-07-04T12:00:24Z
      DOI: 10.1108/HRMID-05-2018-0106
       
  • How to positively influence the attitudes and behaviors of employees
    • 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 Business organizations can positively impact on the attitudes and behaviors of their employees through appropriate rewards. Combining different monetary and nonmonetary benefits represents an approach with scope to achieve a desired effect from both the total package and its individual components. 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: 2018-06-25T07:10:37Z
      DOI: 10.1108/HRMID-04-2018-0073
       
  • Fairness and the fast food employee
    • 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 paper is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Is the customer always right' This somewhat hackneyed phrase is still trotted out by many managers when seeking to underline the importance of customer service. Of course, all employees should aim to give the best service they are able to within the parameters of their role, but sometimes, the customer may not be all they seem to be, and employee behavior has to be understood more widely. After all, we all have seen customer behavior that lacks any kind of respect for retail employees. We may even have been guilty of this ourselves. Practical implications This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The paper 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: 2018-06-25T07:09:07Z
      DOI: 10.1108/HRMID-04-2018-0070
       
  • Women executives in the United Arab Emirates
    • 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 article in context. Findings Women are advancing to senior positions within companies operating in the United Arab Emirates. Various factors have driven the shift away from traditional patriarchal Arabian values to empower females, provide them with education and employment opportunities, and shape their leadership style. 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: 2018-06-25T07:08:55Z
      DOI: 10.1108/HRMID-04-2018-0075
       
  • Increasing the effectiveness of global virtual teams
    • 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 paper is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings International teams working on a virtual basis are becoming more common. Managers can optimize the performance of project teams by focusing on communication, trust, commitment, and other aspects likely to impact team effectiveness. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value The paper 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: 2018-06-23T01:45:22Z
      DOI: 10.1108/HRMID-04-2018-0074
       
  • Advice for getting the best out of your employees: ignore the problems
    • Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this paper is to provide HR practitioners with a model to engage employees in organizational improvement initiatives, which is positive, creative, and inclusive. Design/methodology/approach The design for this paper is based upon the author’s experience and reading, and the approach is to provide and explain a model with practical examples. Findings The author found that the appreciative inquiry method has wide applications with regard to improving organizations of all sizes and industries. Originality/value The findings of this paper are valuable to HR, organizational development, change managers, practitioners, and consultants. The model is easy to apply and inexpensive.
      Citation: Human Resource Management International Digest
      PubDate: 2018-06-05T10:47:39Z
      DOI: 10.1108/HRMID-04-2018-0071
       
  • Managing emotional labor for service employees: an HRM-based approach
    • First page: 1
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to describe strategies for human resource managers in dealing with job roles that involve use of emotional labor as part of service delivery. Design/methodology/approach The paper suggests improvements in the four processes of recruitment and selection, compensation management, training and development, and performance management to adapt to the needs of employees who perform emotional labor in their job roles. Findings The findings show that many interventions can be designed to help these workers; one of the key to these interventions is the recognition of emotional labor as being “affective job demand.” Selecting, rewarding, developing, and evaluating individuals with competencies requires to perform emotional labor can aid service organizations in enhancing their human capital for the long run. Originality/value The paper brings forth the importance of emotional labor in organizations and how it can be effectively managed.
      Citation: Human Resource Management International Digest
      PubDate: 2018-06-05T10:39:59Z
      DOI: 10.1108/HRMID-04-2017-0072
       
  • A study of two innovative workplace programmes for workers with
           intellectual disabilities (WWID) in Australia revealed their positive
           influence
    • First page: 5
      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 A study of two innovative workplace programs for workers with intellectual disabilities (WWIDs) in Australia revealed their positive influence. The study has a number of practical implications. The first is that HR departments can play a significant role in developing innovative projects that help WWIDs to settle down in a company. Ideally, the programs help them to move from feeling like “outsiders” to being “insiders,” who understand the working environment and feel closer to their colleagues. The best moment for such innovative programs is right at the start of employment. 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: 2018-05-23T12:45:44Z
      DOI: 10.1108/HRMID-02-2018-0037
       
  • Smart HR 4.0 – how industry 4.0 is disrupting HR
    • First page: 7
      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
       
  • Vibe manager: the most millennial job title ever
    • First page: 12
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose Businesses have become increasingly concerned about creating “good vibes” in the workplace. This would lead to an increase in productivity. For this purpose, they are looking for managers who can create those vibes within the office. Design/methodology/approach The paper briefly illustrates the role of vibe managers in an organization and how organizations are gaining a competitive edge merely by focusing on enhancing the satisfaction level of their employees. Findings Millennials today are looking for employees who are cool and can match up to their lifestyle. Trendy arrangements in the company help in ensuring that the employees enjoy themselves at work, which in turn can do wonders to their satisfaction levels. Practical implications Companies must respond to the changing environment and come up with entertaining tasks and unique ways to help employees and clients to get to know each other and also relax. Originality/value The briefing saves the time of researchers and executives by highlighting the important role of vibe managers and how the office vibes can be a cause of satisfaction or dissatisfaction for our employees.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-23T12:36:45Z
      DOI: 10.1108/HRMID-03-2018-0044
       
  • What’s new in leadership'
    • First page: 15
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this paper is to underscore the changing perceptions of leadership as a whole, and more specifically, what is appreciated in contemporary leadership practices. Design/methodology/approach This is a reflective paper based on observations on leadership skills and how these are perceived and valued today. Findings Leadership today demands qualities that are not merely to be reflected on others or situations, but that have to, first and foremost, make sense to the leader internally. Qualities and skills discussed are authenticity, wakefulness, agility, kindness, equilibrium, neuroticism, and eagerness. Practical implications This paper aims to provide food for thought to those who consider themselves leaders or aspire to become leaders, whether in formal or informal settings. Social implications The paper strives to instill deeper awareness in those who perform in leadership positions, toward treating themselves and others toward greater fulfillment and accomplishment. Originality/value The leadership qualities discussed in this paper demonstrate that leadership is not necessarily a practice in which followers and a situation have to be included. Each quality requires deep reflection and, first and foremost, pertains to self-leadership as a precursor to leadership onto others.
      Citation: Human Resource Management International Digest
      PubDate: 2018-06-05T10:44:19Z
      DOI: 10.1108/HRMID-04-2018-0078
       
  • Developing emotional regulation skills in the workplace
    • First page: 19
      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 short-term impacts of conflicts at work and how these affect job satisfaction. An important solution is to take active steps to bolster the emotional regulation capabilities of employees as a vehicle to serve their well-being, so that any emotional effects do not cause detrimental health problems. 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: 2018-05-31T10:01:14Z
      DOI: 10.1108/HRMID-04-2018-0068
       
  • The organizational value of Xennials
    • First page: 22
      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 literature review paper concentrates on the microgenerations produced at the cusp where different generations merge into one another. The Xennial microgeneration is a productivity-enhancing organizational asset uniquely placed to help diffuse tension between Gen Xers and Millennials in the workplace. 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: 2018-06-05T10:45:19Z
      DOI: 10.1108/HRMID-04-2018-0066
       
  • Effective feedback for millennials in new organizations
    • First page: 25
      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
       
  • Remember the Alamo: implementing a campus-wide anti-bullying policy
    • First page: 28
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this article is to describe how to implement anti-bullying policies in higher education. Design/methodology/approach The paper informs organizations on the personnel needed for successful implementation. Findings Executive leadership is needed for policy development, policy introduction, and continued implementation. Research limitations/implications The paper informs organizations on the personnel needed for successful implementation. Practical implications It demonstrates the importance of campus-wide leadership to educate the campus. Social implications The study highlights how to achieve policy acceptance and how to coach campus community to trust the policy. Originality/value The paper informs about the importance of campus-wide support and extensive leadership presence in implementing a controversial campus policy.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-18T08:35:36Z
      DOI: 10.1108/HRMID-03-2017-0046
       
  • Dynamics of succession planning for Indian family-owned businesses:
           learning from successful organizations
    • First page: 31
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this paper is to highlight the process and challenges faced by Indian family-owned businesses (FoBs) during succession planning and examine the recent advancements in succession planning of successful Indian FoBs. Design/methodology/approach The authors make use of recent developments in terms of succession planning by FoBs to prepare their impartial comments and summary. Findings It is evident that India has the third highest number of FoBs after China and the USA. The challenges for these organizations during the transition of the ownership to the next generation start from finding a competent family member to manage the conflict between the family and the board. Practical implications The paper provides strategic insight into leading FoBs in India for creating a systematic and robust succession plan in their respective 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: 2018-05-23T12:32:24Z
      DOI: 10.1108/HRMID-11-2017-0167
       
  • Generation Z entering the workforce: the need for sustainable strategies
           in maximizing their talent
    • First page: 34
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose The purpose of this paper is to understand the characteristics of the cohort Generation Z and identify strategies for maximizing their talent. The study emphasizes that it is critical for the organization to revisit their strategies so as to accommodate this cohort group. With Generation Z entering the workforce, the nature of entry-level jobs is changing; hence, HR needs to redesign their strategies to attract and engage Generation Z. 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 various conferences and majorly from in-person discussions with the Generation Z cohort group. Findings Generation Z believes in multitasking and likes to learn everything on their own, underscoring their individuality. They believe in doing more in less time, and thus, efficiency and effectiveness are attributed to be part of their DNA. Research limitations/implications It has to be accepted that very little is known about Generation Z as they have just started to enter the workforce. The next two years will have this cohort joining organizations in entry-level jobs. Organizations have to carefully watch and redesign their strategies to effectively engage this group, as they have no choice except to accept the new generation. Practical implications The literature on Generation Z is scanty, as much of the scholarly research is done in isolation. However, prior studies indicate that Generation Z is tech-savvy and wants everything connected. Organizations will be forced to accept technology as the preferred medium of communication when Generation Z enters the organization. Originality/value The study presents an alternative for managing the Generation Z, thereby maximizing their talent in the workplace.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-23T12:41:25Z
      DOI: 10.1108/HRMID-01-2018-0006
       
  • Demographic differences play strong role in determining “who
           commits'” and also “who engages'” at work
    • First page: 39
      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 a study of workplace commitment and engagement, managers were more likely to commit than non-managers on all indicators. Individuals in occupations such as skilled trades, sales, operatives, and elementary were likely to be much less committed and engaged than managers. Meanwhile, employers in unions were less likely to commit and be engaged than nonunion members. Other important factors that influenced responses were age, gender, and longevity at work. 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: 2018-05-17T09:17:59Z
      DOI: 10.1108/HRMID-02-2018-0041
       
  • Virtual reality: adding immersive dimension to sales training
    • First page: 42
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper discusses the applications of virtual reality (VR) in the field of sales training and highlights the implications for practice by building on cutting-edge research and case studies. Design/methodology/approach This paper is prepared on the basis of the review of recent developments in research and practice related to VR. Findings VR hardware, content, and applications are being designed to be more realistic and immersive, which may lead to higher visibility and popularity. VR training mimics real jobs, and with immersive experience, trainees do better at their actual jobs. The use of VR is training, transforming, and making it more dynamic, immersive, engaging, affordable, and remotely accessible. Practical implications The paper provides condensed insights about the applications and developments of VR in the field of sales training. Originality/value The paper saves hours of reading time for busy executives and researchers by selecting and presenting the most relevant and valuable information in a summarized and crisp format.
      Citation: Human Resource Management International Digest
      PubDate: 2018-05-29T01:53:51Z
      DOI: 10.1108/HRMID-01-2018-0014
       
  • Anytime anyplace anywhere
    • First page: 46
      Abstract: Human Resource Management International Digest, Ahead of Print.
      Purpose This paper aims to review the latest management developments across the globe and pinpoint its 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 Mobile information technology devices (MITDs) mean that employees have the flexibility to work anytime, anyplace, and anywhere. This has benefits for work–life balance. However, it also means that there is a blurring of the borders between work life and non-work life. It also means that, because work is done anytime and anywhere, there are long working hours and encroachment into non-work life, which can cause negative health effects and work–life conflict. Balance is needed to ensure that in addition to good work performance and productivity, time remains for non-work activities. Practical implications This 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: 2018-06-05T10:46:19Z
      DOI: 10.1108/HRMID-04-2018-0067
       
 
 
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