Subjects -> POLITICAL SCIENCE (Total: 1097 journals)
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POLITICAL SCIENCE (898 journals)            First | 1 2 3 4 5     

Showing 801 - 281 of 281 Journals sorted alphabetically
Stato, Chiese e pluralismo confessionale     Open Access   (Followers: 1)
Strategic Survey     Hybrid Journal   (Followers: 5)
Středoevropské politické studie / Central European Political Studies Review     Open Access  
Studia Białorutenistyczne     Open Access  
Studia Orientalia Electronica     Open Access  
Studia z Polityki Publicznej     Open Access  
Studies in Conflict & Terrorism     Hybrid Journal   (Followers: 383)
Studies in Ethnicity and Nationalism     Hybrid Journal   (Followers: 15)
Studies in Indian Politics     Hybrid Journal   (Followers: 2)
Studies of Transition States and Societies     Open Access   (Followers: 1)
Swiss Political Science Review     Hybrid Journal   (Followers: 10)
TalTech Journal of European Studies     Open Access  
Tangent     Hybrid Journal  
Tapestries : Interwoven voices of local and global identities     Open Access  
TEKA of Political Science and International Relations     Open Access  
Temas de Nuestra América. Revista de Estudios Latinoaméricanos     Open Access  
Temas y Debates     Open Access  
Temiminós Revista Científica     Open Access  
Tensões Mundiais     Open Access  
Teoría y Praxis     Open Access  
Terra : Revista de Desarrollo Local     Open Access  
Territories : A Trans-Cultural Journal of Regional Studies     Open Access   (Followers: 1)
Territory, Politics, Governance     Hybrid Journal  
Terrorism and Political Violence     Hybrid Journal   (Followers: 302)
Textos y Contextos     Open Access  
The African Review     Full-text available via subscription  
The American Prospect     Free  
The Black Scholar     Full-text available via subscription   (Followers: 2)
The Economist - Leaders     Full-text available via subscription   (Followers: 26)
The Economist - United States     Full-text available via subscription   (Followers: 15)
The Journal of Legislative Studies     Hybrid Journal   (Followers: 13)
The Latin Americanist     Hybrid Journal   (Followers: 4)
The Political Quarterly     Hybrid Journal   (Followers: 9)
The Review of Black Political Economy     Hybrid Journal   (Followers: 2)
The Review of International Organizations     Hybrid Journal   (Followers: 16)
The Round Table: The Commonwealth Journal of International Affairs     Hybrid Journal   (Followers: 5)
The Sixties: A Journal of History, Politics and Culture     Hybrid Journal   (Followers: 9)
The Washington Quarterly     Hybrid Journal   (Followers: 9)
Theoria     Open Access   (Followers: 3)
Theory & Event     Full-text available via subscription   (Followers: 14)
Third World Thematics : A TWQ Journal     Hybrid Journal   (Followers: 1)
Thought and Practice : A Journal of the Philosophical Association of Kenya     Open Access  
Thunderbird International Business Review     Hybrid Journal   (Followers: 3)
Tijdschrift voor HRM     Open Access  
Tla-Melaua : Revista de Ciencias Sociales     Open Access  
Torture Journal     Open Access   (Followers: 1)
Torun International Studies     Open Access  
Totalitarismus und Demokratie : Zeitschrift für internationale Diktatur- und Freiheitsforschung     Hybrid Journal   (Followers: 1)
TRaNS : Trans-Regional-and-National Studies of Southeast Asia     Full-text available via subscription   (Followers: 4)
Transformation: Critical Perspectives on Southern Africa     Full-text available via subscription   (Followers: 3)
Transnational Legal Theory     Hybrid Journal   (Followers: 5)
Trayectorias Humanas Trascontinentales : TraHs     Open Access  
Trenzar : Revista de Educación Popular, Pedagogía Crítica e Investigación Militante     Open Access  
TRIM. Tordesillas : Revista de investigación multidisciplinar     Open Access  
Turkish Studies     Hybrid Journal   (Followers: 5)
Twentieth Century Communism     Full-text available via subscription   (Followers: 1)
Twentieth-Century China     Hybrid Journal   (Followers: 2)
Ufahamu : A Journal of African Studies     Open Access   (Followers: 1)
Undergraduate Journal of Politics and International Relations     Open Access  
Universidad de La Habana     Open Access  
Universitas : Revista de Filosofía, Derecho y Política     Open Access   (Followers: 2)
Utilitas     Hybrid Journal   (Followers: 11)
Utopia y Praxis Latinoamericana     Open Access  
Violence Against Women     Hybrid Journal   (Followers: 58)
Vlast' (The Authority)     Open Access  
WEDANA : Jurnal Kajian Pemerintahan, Politik dan Birokrasi     Open Access  
West African Studies     Full-text available via subscription   (Followers: 1)
West European Politics     Hybrid Journal   (Followers: 53)
Whitehall Papers     Hybrid Journal   (Followers: 3)
Wirtschaftsdienst     Hybrid Journal   (Followers: 5)
World Affairs     Hybrid Journal   (Followers: 13)
World Food Policy     Hybrid Journal   (Followers: 3)
World Future Review     Hybrid Journal   (Followers: 1)
World Politics     Hybrid Journal   (Followers: 156)
World Today, The     Full-text available via subscription   (Followers: 8)
Youth and Globalization     Hybrid Journal  
Zeitschrift für Friedens- und Konfliktforschung ZeFKo : Studies in Peace and Conflict     Hybrid Journal   (Followers: 1)
Zeitschrift für Politikwissenschaft : Journal of Political Science     Hybrid Journal   (Followers: 2)
Zeitschrift für Religion, Gesellschaft und Politik     Hybrid Journal  
Zeitschrift für Vergleichende Politikwissenschaft     Hybrid Journal   (Followers: 17)
Култура / Culture     Open Access   (Followers: 1)
Управление / Upravlenie     Open Access  
Філософія та політологія в контексті сучасної культури (Philosophy and Political Science in the Context of Modern Culture)     Open Access  

  First | 1 2 3 4 5     

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Tijdschrift voor HRM
Number of Followers: 0  

  This is an Open Access Journal Open Access journal
ISSN (Online) 1388-1302
Published by Amsterdam University Press Homepage  [19 journals]
  • Ondernemend werkgedrag

    • Authors: Josette Dijkhuizen; Marjan Gorgievski, Paul Preenen Marieke van den Tooren
      PubDate: 2021-12-01T00:00:00Z
       
  • HRM-uitdagingen rond de inclusieve arbeidsmarkt

    • Authors: Josje Dikkers; Hanke Drop Paul van der Aa
      PubDate: 2021-12-01T00:00:00Z
       
  • Jonge professionals met psychische kwetsbaarheid: lust of last'

    • Authors: Joost van der Weide; Sjiera de Vries Geertje Grooten
      PubDate: 2021-12-01T00:00:00Z
       
  • Statushouders begeleiden bij de ‘inburgering’ op het werk

    • Authors: Sjiera de Vries; Joost van der Weide Samir Gariç
      PubDate: 2021-12-01T00:00:00Z
       
  • De werkplek als leerplek: principes voor het ontwerp van een krachtige
           leer-werkomgeving

    • Authors: Lilian Woudstra; José Cuperus, Derk-Jan Nijman Jos Sanders
      PubDate: 2021-12-01T00:00:00Z
       
  • De (on)gelukkige relatie tussen Covid-19 en werkgeluk

    • Authors: Rosalie Reichardt-Mulder; Lieke Bezemer Ming Ebbinkhuijsen
      Abstract: SUMMARYIn March 2020 a lockdown was announced due to the Covid-19 outbreak. As a result, most employees were asked to work from home. Shortly after the lockdown, a questionnaire survey was conducted among 314 workers. This questionnaire was about happiness at work experienced before the outbreak of Covid-19 and during the (full or partial) lockdown. This provided information about the influence of Covid-19 and the associated working from home on employee happiness at work. This study examines the impact of the Covid-19 crisis and a number of other factors on people’s happiness at work. In short, it can be stated that people in the Netherlands rate their happiness at work as more than satisfactory. In the period of Covid-19, however, the average happiness at work rate decreased. Both personal and work-related factors influence happiness at work. Respondents’ mental health is a major predictor of happiness at work. Work-related factors that influence happiness at work are: autonomy, competence, relatedness and social support from the supervisor. Also, social environment influences happiness at work during the Covid-19 crisis. Employees without a partner appeared to be most vulnerable. This has implications for managers and Human Resource Managers within organizations in order to effectively facilitate these groups of employees.
      PubDate: 2021-09-01T00:00:00Z
       
  • Een speels antwoord op de crisis

    • Authors: Klaas-Jan Reincke; Arnold B. Bakker
      Abstract: SUMMARYFor many people, the experience of daily work has changed a lot during the COVID-19 crisis. Suddenly, people found themselves sitting at home and interacting mainly online. The fun has been taken out of our jobs, partly because there’s much less direct contact with colleagues and clients. Understandably, many people also worry more and this has a clear impact on their work. What can organisations do to make sure their employees preserve their energy, enthusiasm and focus' The answer to that question can be found in stimulating positive and proactive work behaviour. In this article, the authors explain how the innovative approach of Playful Work Design helps employees stay energetic and enthusiastic, even if the work they are doing is temporarily less appealing.
      PubDate: 2021-09-01T00:00:00Z
       
  • Effectieve interventies om arbeids-marktdiscriminatie te verminderen
           tijdens de werving en selectie: een Delphi-studie

    • Authors: Gerben Hulsegge; Helen Verhoef, Sophie Emmert Claartje Thijs
      Abstract: SUMMARYLabor market discrimination limits the opportunities of minoritized groups on the labor market. Despite increasing research into labor market discrimination, a shared picture among researchers and policy makers about effective interventions to mitigate labor market discrimination is lacking. This Delphi study aims to come to a shared picture about the most effective interventions to limit labor market discrimination according to nineteen (scientific) experts in the field of discrimination and inclusion in recruitment and selection. Interventions that were judged predominantly positive related to: 1) objectifying the selection procedure via de-identification of CVs, structured interviewing, and selection based on objective criteria; 2) changing and adhering to the social norm of non-discrimination; 3) increasing awareness of stereotypes and prejudices in combination with offering a perspective for action; and 4) long-term contact with the minoritized group through internships. More information about the candidate and short-term contact by means of, for example, speed dates was judged ineffective. Based on the results of the Delphi study, several recommendations are made to practice to reduce labor market discrimination during the recruitment and selection process.
      PubDate: 2021-09-01T00:00:00Z
       
  • Employer branding voor bedrijven met een negatief productimago

    • Authors: Sanne Fijneman-Ghielen; Rein De Cooman
      Abstract: SUMMARYThe benefits of employer branding for the attraction and retention of personnel have been repeatedly confirmed in the HR literature. However, most studies focus on solely one perspective on employer branding as well as the ‘ideal’ situation: having a positive employer brand in combination with positive product image. This study aims to provide a holistic understanding of the role of employer branding within organizations that suffer from a generally negative product image. We conducted a case study within the tobacco industry that includes interviews on three perspectives on employer branding: the external (N=21), internal (N=8), and organizational perspective (N=3). The key findings are aligned with cognitive dissonance theory and the theory of reasoned action. The employer brand may help organizations that suffer from a negative product image to address cognitive dissonance of (potential) employees as well as the influence of social norms by actively promoting attractive employment attributes (e.g., high salary, job rotation, innovation). Alignment between the external and internal employer brand, boosting the organization’s credibility, could also be of help. Taking such approach, employer branding may allow to convince (potential) employees to become or remain employed at the organization – despite the generally negative image of their products.
      PubDate: 2021-09-01T00:00:00Z
       
  • Prestatiemanagement 2.0'

    • Authors: Wouter Vleugels; Giverny De Boeck, Sonia Sjollema Luc Dorenbosch
      Abstract: SUMMARYAs an HR tool, performance management aims to increase employee commitment and motivation and seeks to ascertain that employees contribute to the strategic goals of the organization. In practice, however, these outcomes are not always achieved, and frustration is growing among managers and employees with the slow, cumbersome and subjective nature of these traditional performance management systems. In response, an increasing number of organizations are abandoning this traditional, mainstream approach to performance management and have begun to experiment with a more flexible, employee-driven approach instead, in which the needs of the employee take centre stage. The purpose of this study is to gain a better understanding of this alternative approach to performance management by exploring (1) what the defining features of this alternative approach to performance management are and (2) how organizations transition from one system to the other. As part of this transition, the focus of performance management shifts from past performance to future performance, while the responsibility for the performance management process shifts from the manager to the employee. Nonetheless, and through a process of experimentation, evaluation, and adjustment, organizations often end up with a hybrid system in which elements of traditional and employee-driven performance management are combined. The nature of this transition can be seen as evolutionary as opposed to revolutionary.
      PubDate: 2021-06-01T00:00:00Z
       
  • De rol van grote levensgebeurtenissen bij langer doorwerken

    • Authors: Karen Pak
      Abstract: SUMMARYDue to demographic trends organizations are challenged to extend the working lives of their employees. Therefore, research in to the extension of working lives is increasing. However, there are few empirical studies that study the role of major life events in this process. The goal of this article is to examine through which process major life events can influence the ability, motivation, and opportunity to continue working. To meet this goal 33 employees were interviewed. This article shows that major life events can have a major impact on the ability, motivation, and opportunity to continue working. Major life events can cause changes in the resources and demands that an individual faces. When these fluctuations lead to changes in person-job fit the ability, motivation, and opportunity to continue working are influenced. Employees who experience major life events in their private lives find it important to have access to accommodative practices, whereas employees who experience major life events at work find it important to have access to developmental and utilization practices. It is always important that employees who experience major life events receive sufficient job resources such as the support of colleagues and the supervisor, regardless of the type of life event that they experience.
      PubDate: 2021-06-01T00:00:00Z
       
  • Prestatiemanagement in het Hoger Onderwijs:

    • Authors: Robin Bauwens
      Abstract: SUMMARYThis paper deals with the question of how we can improve performance management systems in higher education institutions. Performance management systems are defined as configurations of complementary human resource management (HRM) practices that enable organizations to set goals, give feedback and evaluate the efforts of their employees. Higher education institutions have adopted performance management systems to manage their staff more efficiently and effectively against the backdrop of challenges like democratization, marketization and public accountability. However, in higher education institutions, such systems often result in unintended effects on academic employees’ well-being and performances. Like burnout, reduced innovation and lower team performances. This particularly applies to non-professorial higher education staff. In response, scholars have started to inquire into the ‘success conditions’, particular conditions under which the unintended effects of performance management systems can be avoided or reversed. Drawing on four empirical studies, this paper examined how and when performance management systems yield positive outcomes for the well-being and performance of academic employees in higher education institutions. The findings show that performance management systems have positive synergies with both employees’ well-being and performances (mutual gains). In addition, leaders are observed to be key supporters of performance management systems. However, they should not be regarded as a panacea, as our findings also seem to suggest a more complex interplay. Such findings contrast with the dysfunctional effects of performance management systems as described in higher education literature. However, it is important to remain critical. The main message is that academic employees’ personal perceptions of performance management implementation are a force to be reckoned with in striving for healthy and performant academic employees. Therefore, the subsequent challenge moves to managing those perceptions and building academic leaders.
      PubDate: 2021-06-01T00:00:00Z
       
  • Stimuleren van eigen regie op loopbaan en ontwikkeling

    • Authors: Menno Vos; Vanessa Roelse, Linda Koopmans, Wouter van der Torre, Margreet Xavier, Anna van der Horst, Inge van Nispen Jos Sanders
      Abstract: SUMMARYThe current labor market requires that people take responsibility for their own professional development. At the same time, this requires a stimulating work environment that supports self directed employability. This article, which is an adaptation of the recently published knowledge document ‘Eigen Regie op Loopbaan en Ontwikkeling’ of the Sociaal Economische Raad (SER), focuses on how self-directed employability can be stimulated. In this article we discuss the building blocks of self-directed employability that provide insight into how employees can influence their own professional development. Based on these building blocks, we describe concrete actions to stimulate self-directed employability within organizations and which roles HR professionals should take in facilitating this behavior. First, this concerns offering direction, i.e. emphasize of how labor market development relates to changes in the organization, how specific tasks and roles will change, in what time frame this will occur, and the direct consequences for employees. Second, it concerns a safe environment in which employees and managers trust each other and in which learning and development are attractive (support). Finally, it is about organizing the work in such a way that people can actually make their own choices and there is room for learning from and during work.
      PubDate: 2021-06-01T00:00:00Z
       
  • De robotarm als collega

    • Authors: Milan Wolffgramm; Stephan Corporaal Maarten van Riemsdijk
      Abstract: SUMMARYDutch industrial manufacturers are confronted with a new and promising industrial robot: the collaborative robot (cobot). These small robotic arms are revolutionary as they allow direct and safe interaction with production workers for the very first time. The direct interaction between production worker and cobot has the potential to not only increase efficiency, but also enhance flexibility as it can align the strengths of (wo)man and machine more thoroughly. Currently, Dutch manufacturers are experimenting with cobots. To obtain a first understanding about the use of cobots in Dutch industrial practice and to see what the consequences are for production workers and production work, we conducted an exploratory interview study (N=61). We learnt that most cobots under study are used for the production of one or a few large product batches (mass production) and work highly autonomous. The interaction between cobot and production worker is limited and reduced to production workers preventing the cobot from falling into a standstill. The results tend to be in line with traditional industrial automation practices: an overemphasis on leveraging the technology’s potential and limited attention for the production workers’ work design and decision latitude. HR professionals were not involved and, therefore, miss out on a crucial opportunity to be of an added value.
      PubDate: 2021-06-01T00:00:00Z
       
 
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