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Human Resource Management International Digest
Journal Prestige (SJR): 0.129

Number of Followers: 21

Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0967-0734 - ISSN (Online) 1758-7166
Published by Emerald

[362 journals]

Synthetic, humanlike spokespersons and training: study shows no
significant differences with humans in effectiveness, perceived
effectiveness or brand impression
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Research examined the impact of synthetic, humanlike spokespersons (SHS) compared to humans in workplace training videos. The findings showed no significant differences between SHS and humans in effectiveness, perceived effectiveness or brand impression. But when respondents perceived syntheticness, it slightly decreased scores in perceived effectiveness and brand impression. The briefing saves busy executives, strategists 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: 2025-06-11
  DOI: 10.1108/HRMID-03-2025-0091
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Telework and knowledge management: study of Japanese and US workers show
differences in impact
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Researchers examined how telework influences knowledge management (KM) activities in two culturally distinct countries. It showed that in Japan, there was an “inverted U-shaped relationship,” where optimal KM activity occurred when employees telework four days a week. But the US exhibited “a linear relationship,” meaning that KM activities remained consistent across various telework frequencies. The briefing saves busy executives, strategists 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: 2025-05-20
  DOI: 10.1108/HRMID-03-2025-0090
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Bottom-line mentality: how it reduces employees’ perceived creativity
expectations and thus inhibits employees’ innovative behavior
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Researchers investigated the relationship between leader bottom-line mentality (BLM) and employee innovative behavior. The results showed that BLM reduces employees’ perceived creativity expectations and thus inhibits employees’ innovative behavior, and this effect is stronger for employees with short-term orientation. The briefing saves busy executives, strategists 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: 2025-05-13
  DOI: 10.1108/HRMID-03-2025-0092
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
What is informal workplace learning: Qualitative meta-synthesis analysis
shows eight components are significant to drive informal workplace
learning
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Researchers set out to provide a model for informal workplace learning. They used a meta-synthesis method, selecting 17 sources from different databases. After analyzing these texts the authors found that eight components were significant to drive informal workplace learning, including learning stimulus, awareness and intent to learn, action or experience, critical reflection on action, facilitators, collective learning, self-directed and context. The briefing saves busy executives, strategists 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: 2025-05-09
  DOI: 10.1108/HRMID-04-2025-0098
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Deploying organizational performance strategies for hyper-success
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This research paper examined how organizational learning affects the relationship between HRM practices and organizational performance in France’s Big Four financial services companies. Among the results were confirmation that HRM practices positively influence both organizational learning and performance, while organizational learning also enhances performance. The study also found that organizational learning partially impacts the relationship between HRM practices and organizational performance. To model this success, managers are advised to select employees for learning capacity and implement performance-based compensation systems that reward knowledge development and application. The briefing saves busy executives, strategists 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: 2025-04-28
  DOI: 10.1108/HRMID-03-2025-0082
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
The impact of coaching leadership on employee exhaustion
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This study investigated how coaching leadership influences team collective efficacy and individual exhaustion across organizational teams. The results revealed a range of insights on these themes, such as that coaching leadership positively impacts team collective efficacy, which in turn significantly reduces individual exhaustion. Advice for managers and leaders includes that they should focus on developing leadership approaches that both build collective team capabilities and provide individualized support, to succeed from dual directions in their skill enhancement impacts. The briefing saves busy executives, strategists 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: 2025-04-28
  DOI: 10.1108/HRMID-03-2025-0088
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Secret perceptions of learning that live in the digital-physical divide
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This study aimed to measure faculty members’ perceptions of learning in hybrid work arrangements and identify differences based on gender and organization type. The results show that faculty generally perceive hybrid learning positively, with female employees reporting higher satisfaction than males, and organizational differences revealing that public universities excel in individual factors while private institutions perform better in organizational support systems. Managers should implement tailored hybrid solutions and recognize hybrid arrangements as potential tools for improving gender diversity and inclusion. The briefing saves busy executives, strategists 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: 2025-04-28
  DOI: 10.1108/HRMID-03-2025-0094
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Team-centric leadership: evaluation of a team-centric leadership program
at the individual and team level
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. At the individual level teamwork skills are found to be significantly higher after completing the training compared to before team training. At the team level improvements in team processes are significantly higher in crews with a trained leader compared to those with an untrained leader. The briefing saves busy executives, strategists 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: 2025-04-23
  DOI: 10.1108/HRMID-03-2025-0080
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
The effects of team diversity on team performance: age and gender as
diversity criteria
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. There is a positive relationship between age diversity and both profitability and market valuation. Gender diversity has no significant effects on either profitability or market valuation. The briefing saves busy executives, strategists 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: 2025-04-23
  DOI: 10.1108/HRMID-03-2025-0093
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
The key impact of participative leadership
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. When different levels of leadership within a firm are aligned, a positive impact on employee task performance can materialize. This desired outcome becomes likelier still when participative leadership congruence strengthens perceived fit between employee and organization. An environment where open communication and trust prevail helps build positive relations between employees to further inspire performance improvement. 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: 2025-04-22
  DOI: 10.1108/HRMID-04-2025-0099
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
An examination of Cyborging HRM theory
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. The growing influence of advanced technologies like artificial intelligence (AI) has widespread implications for human resource management (HRM) moving forward. To successfully navigate the inevitable disruption, managers must be aware of the foreboding positive and negative impacts, and the likelihood of effects varying considerably across different HRM areas. 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: 2025-04-18
  DOI: 10.1108/HRMID-04-2025-0102
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Paradoxical leadership: the effect on employee adaptive performance and
the mediating effect of gender-role identity
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Two combined studies of 64 leaders and 224 employees across various industries in China examined how paradoxical leadership behavior (PLB) affects employee adaptive performance. Both studies revealed that (1) PLB is positively associated with employee adaptive performance; (2) employee paradox mindset and role stress partly mediated the relationship between PLB and employee adaptive performance, and (3) the indirect effects of PLB on employee adaptive performance through employee paradox mindset and role stress are moderated by employee gender-role identity (GRI). The briefing saves busy executives, strategists 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: 2025-04-18
  DOI: 10.1108/HRMID-03-2025-0065
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Promoting knowledge sharing and career growth in the service sector
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Sharing of tacit knowledge makes a significant contribution to a firm’s innovation capabilities. The likelihood of knowledge sharing increases if company leaders adopt an authentic leadership style. When knowledge sharing inspires innovation behaviors among employees, it has the added bonus of increasing their career competence. The briefing saves busy executives and researcher’s 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: 2025-04-17
  DOI: 10.1108/HRMID-04-2025-0100
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Navigating non-binary gender inclusion in the workplace
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Gender non-binary (NB) individuals face a variety of challenges in the workplace. Companies can help alleviate these issues by implementing measures that promote greater inclusion. Revamping hiring and promotion policies along with staff training to address biases and increase acceptance can lead to more equal opportunities for NB individuals and increase the employee value proposition (EVP) for them. 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: 2025-04-17
  DOI: 10.1108/HRMID-04-2025-0101
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Empowering initiatives
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper identified that work autonomy and employee voice behavior can impact an employee’s turnover intention. The briefing saves busy executives, strategists 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: 2025-04-15
  DOI: 10.1108/HRMID-03-2025-0095
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Escaping the norm
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  Abstract: This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper identified that the feedback and training that can be provided within gig economies can help employees within this sector. The briefing saves busy executives, strategists 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: 2025-04-15
  DOI: 10.1108/HRMID-04-2025-0096
  Issue No: Vol. ahead-of-print, No. ahead-of-print (2025)
Publisher’s note
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  Publisher’s note
  Human Resource Management International Digest, Vol. 33, No. 4, pp.1-2Human Resource Management International Digest2025-06-18
  DOI: 10.1108/HRMID-06-2025-312
  Issue No: Vol. 33, No. 4 (2025)

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