Subjects -> BUSINESS AND ECONOMICS (Total: 3570 journals)
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    - BANKING AND FINANCE (306 journals)
    - BUSINESS AND ECONOMICS (1248 journals)
    - CONSUMER EDUCATION AND PROTECTION (20 journals)
    - COOPERATIVES (4 journals)
    - ECONOMIC SCIENCES: GENERAL (212 journals)
    - ECONOMIC SYSTEMS, THEORIES AND HISTORY (235 journals)
    - FASHION AND CONSUMER TRENDS (20 journals)
    - HUMAN RESOURCES (103 journals)
    - INSURANCE (26 journals)
    - INTERNATIONAL COMMERCE (145 journals)
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    - LABOR AND INDUSTRIAL RELATIONS (61 journals)
    - MACROECONOMICS (17 journals)
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    - PUBLIC FINANCE, TAXATION (37 journals)
    - TRADE AND INDUSTRIAL DIRECTORIES (2 journals)

HUMAN RESOURCES (103 journals)                     

Showing 1 - 92 of 92 Journals sorted alphabetically
Accounting and Business Research     Hybrid Journal   (Followers: 20)
Accounting and the Public Interest     Full-text available via subscription   (Followers: 2)
Accounting Auditing & Accountability Journal     Hybrid Journal   (Followers: 26)
Accounting Education: An International Journal     Hybrid Journal   (Followers: 15)
Accounting Forum     Hybrid Journal   (Followers: 22)
Accounting, Organizations and Society     Hybrid Journal   (Followers: 41)
Advances in Accounting     Hybrid Journal   (Followers: 10)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 26)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 5)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 22)
Annual Review of Organizational Psychology and Organizational Behavior     Full-text available via subscription   (Followers: 49)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 208)
Asian Review of Accounting     Hybrid Journal  
Attachment & Human Development     Hybrid Journal   (Followers: 7)
Australian Accounting Review     Hybrid Journal   (Followers: 3)
British Accounting Review     Hybrid Journal   (Followers: 11)
Coaching : Theorie & Praxis     Open Access   (Followers: 3)
Contemporary Accounting Research     Full-text available via subscription   (Followers: 34)
Corporate Governance and Organizational Behavior Review     Open Access  
Critical Perspectives on Accounting     Hybrid Journal   (Followers: 16)
EURO Journal on Decision Processes     Hybrid Journal   (Followers: 1)
European Accounting Review     Hybrid Journal   (Followers: 20)
European Journal of Training and Development     Hybrid Journal   (Followers: 14)
Evidence-based HRM     Hybrid Journal   (Followers: 3)
FOR Rivista per la formazione     Full-text available via subscription  
German Journal of Human Resource Management     Hybrid Journal   (Followers: 4)
Human Relations     Hybrid Journal   (Followers: 60)
Human Resource and Organization Development Journal     Open Access   (Followers: 6)
Human Resource Development International     Hybrid Journal   (Followers: 19)
Human Resource Development Quarterly     Hybrid Journal   (Followers: 29)
Human Resource Development Review     Hybrid Journal   (Followers: 27)
Human Resource Management     Hybrid Journal   (Followers: 73)
Human Resource Management Journal     Hybrid Journal   (Followers: 73)
Human Resource Management Research     Open Access   (Followers: 19)
Human Resource Management Review     Hybrid Journal   (Followers: 59)
Human Resource Research     Open Access  
Intangible Capital     Open Access   (Followers: 1)
International Journal of Accounting and Finance     Hybrid Journal   (Followers: 16)
International Journal of Accounting Information Systems     Hybrid Journal   (Followers: 4)
International Journal of Accounting, Auditing and Performance Evaluation     Hybrid Journal   (Followers: 9)
International Journal of Banking, Accounting and Finance     Hybrid Journal   (Followers: 14)
International Journal of Behavioural Accounting and Finance     Hybrid Journal   (Followers: 9)
International Journal of Critical Accounting     Hybrid Journal   (Followers: 2)
International Journal of Economics and Accounting     Hybrid Journal   (Followers: 1)
International Journal of Ethics and Systems     Hybrid Journal   (Followers: 2)
International Journal of Human Capital and Information Technology Professionals     Full-text available via subscription   (Followers: 3)
International Journal of Human Resource Management     Hybrid Journal   (Followers: 52)
International Journal of Human Resource Studies     Open Access   (Followers: 13)
International Journal of Human Resources Development and Management     Hybrid Journal   (Followers: 24)
International Journal of Management Development     Hybrid Journal   (Followers: 13)
International Journal of Management Education     Hybrid Journal   (Followers: 11)
Journal of Accounting & Organizational Change     Hybrid Journal   (Followers: 3)
Journal of Accounting and Economics     Hybrid Journal   (Followers: 44)
Journal of Accounting and Public Policy     Hybrid Journal   (Followers: 7)
Journal of Accounting Education     Hybrid Journal   (Followers: 6)
Journal of Accounting Research     Hybrid Journal   (Followers: 34)
Journal of Advances in Management Research     Hybrid Journal   (Followers: 1)
Journal of Chinese Human Resource Management     Hybrid Journal   (Followers: 4)
Journal of Contemporary Accounting & Economics     Hybrid Journal   (Followers: 4)
Journal of Enterprising Communities People and Places in the Global Economy     Hybrid Journal  
Journal of Global Responsibility     Hybrid Journal   (Followers: 3)
Journal of HR intelligence     Open Access   (Followers: 2)
Journal of Human Capital     Full-text available via subscription   (Followers: 11)
Journal of Human Development and Capabilities : A Multi-Disciplinary Journal for People-Centered Development     Hybrid Journal   (Followers: 22)
Journal of Human Resource and Sustainability Studies     Open Access   (Followers: 1)
Journal of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 5)
Journal of Human Values     Hybrid Journal   (Followers: 5)
Journal of International Accounting, Auditing and Taxation     Hybrid Journal   (Followers: 5)
Journal of Marketing and HR     Open Access   (Followers: 2)
Journal of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 6)
Journal of Professions and Organization     Free   (Followers: 5)
Journal of Service Management     Hybrid Journal   (Followers: 6)
Kelaniya Journal of Human Resource Management     Open Access  
New Horizons in Adult Education and Human Resource Development     Hybrid Journal   (Followers: 11)
NHRD Network Journal     Full-text available via subscription  
Open Journal of Leadership     Open Access   (Followers: 18)
Organizational Behavior and Human Decision Processes     Hybrid Journal   (Followers: 73)
Pacific Accounting Review     Hybrid Journal   (Followers: 2)
Personality and Individual Differences     Hybrid Journal   (Followers: 25)
Personnel Assessment and Decisions     Open Access  
Personnel Review     Hybrid Journal   (Followers: 16)
Psychologie du Travail et des Organisations     Hybrid Journal  
Public Personnel Management     Hybrid Journal   (Followers: 13)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7)
Research in Human Development     Hybrid Journal   (Followers: 5)
Review of Accounting Studies     Hybrid Journal   (Followers: 28)
Review of Public Personnel Administration     Hybrid Journal   (Followers: 12)
Review of Quantitative Finance and Accounting     Hybrid Journal   (Followers: 9)
Revista Gestión de las Personas y Tecnología     Open Access  
South Asian Journal of Human Resources Management     Full-text available via subscription   (Followers: 3)
Sri Lankan Journal of Human Resource Management     Open Access   (Followers: 1)
Strategic HR Review     Hybrid Journal   (Followers: 6)

           

Similar Journals
Journal Cover
Strategic HR Review
Number of Followers: 6  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 1475-4398 - ISSN (Online) 1758-8537
Published by Emerald Homepage  [360 journals]
  • Kinks in the hosepipe: a case study of managing gender equality in an SME

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      Authors: Gillian Saieva , Simon M. Smith , Steve Butler
      Abstract: This paper aims to explore the real-life examples made by a single small and medium-sized enterprise to address organisational inequalities and develop a more inclusive culture. This paper considers the approach taken by Punter Southall Aspire to manage their gender balance through a case study of documents, policies and interviews. There is still plenty of work to do, but the multiple actions taken by the leadership have been positive, well-received and importantly progressive. By taking a focused approach to manage gender equality within an small and medium-sized enterprise, the outcome has been far reaching. By showcasing the leadership and positive action within a single small and medium-sized enterprise, the authors hope other organisations are able to take inspiration to make their own changes.
      Citation: Strategic HR Review
      PubDate: 2022-05-03
      DOI: 10.1108/SHR-03-2022-0016
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • The learning workforce: experiences matter

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      Authors: Peter Maier
      Abstract: Executives in all industries routinely tell their employees that they are the company’s most important assets. How that translates into day-to-day “asset” management culture varies by industry, country and company. The past few years have pushed questions about workforce management best practices to the top of the business agenda. This paper aims to explore those best practices. The tools of educational psychology offer us a framework. Task experience enables a sense of competence that one can overcome challenges and solve problems. Social experience is built on a sense of belonging and feeling connected to a group that wants us to be successful. Fulfilment experience is about making learning meaningful. Workforce education spanning the three dimensions of learning experience also bridges geographic chasms, avoids discrimination and inequality, enhances teamwork and fosters personal growth. As a result, productivity goes up, and the organization and its people become more resilient and adaptive to change. Readers will find these tips helpful as they implement workforce learning initiatives in their organizations.
      Citation: Strategic HR Review
      PubDate: 2022-05-02
      DOI: 10.1108/SHR-03-2022-0011
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Three leadership assessment tools for managers

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      Authors: Michael Timms
      Abstract: This paper aims to explain the importance for managers to request feedback as a way to improve their leadership skills. The author provides a series of tips on requesting feedback, based on his consulting experience and academic research. The author gives readers an array of tips and exercises for managers to request feedback at their organizations. This paper will prove valuable for readers who are in a leadership position or looking to improve upon their ability to be accountable.
      Citation: Strategic HR Review
      PubDate: 2022-04-28
      DOI: 10.1108/SHR-03-2022-0012
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Moving beyond corporate statements on diversity to build a truly inclusive
           environment for staff

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      Authors: Julie Chakraverty
      Abstract: This paper aims to analyse how leaders can foster inclusive environments within their companies that support a diversity of employees. The piece discusses the rise of “cancel culture”, arguing that protecting against cultural misstep is increasingly important due to the rise of social media. The piece uses experience in senior leadership, as well as personal lived experience of diversity and inclusion in the workplace to draw conclusions around how DE&I policies can be improved. It is essential that senior leaders and HR teams build a strong diversity strategy that accounts for the lived experiences of staff, and pushes for real, concrete change in the workplace. Conversely to the actions of many large corporations, here the author posits that creating an external image centred around diversity and inclusion is not enough to create a psychologically secure environment for employees.
      Citation: Strategic HR Review
      PubDate: 2022-04-27
      DOI: 10.1108/SHR-03-2022-0017
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Bridging the skills gap in post-coronavirus Britain through role-relevant
           qualifications

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      Authors: Saranjit Sangar
      Abstract: The purpose of the paper is to highlight the area on how can we bridge the skills gap in post-coronavirus Britain through role-relevant qualifications. The paper draws on the author’s personal observations and opinions learned through experience in the field. The paper explores a number of potential solutions to the skills gap, including post-pandemic digital transformation creating a bigger rift between supply and demand; addressing the digital skills vacuum, which intensifies the war on talent; upskilling; and plugging the skills gap with industry-focused education and training. The paper offers original insight based on the author’s unique perspective.
      Citation: Strategic HR Review
      PubDate: 2022-04-08
      DOI: 10.1108/SHR-11-2021-0051
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Its nice to be nice at work: role of interpersonal skills for career
           success

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      Authors: Shabnam Priyadarshini
      Abstract: The purpose of this paper is to highlight the role of interpersonal skills in getting ahead in one’s career. The inferences have been drawn on the basis of available literature as well as author’s experiences and observations spread over two decades. With the changing workplace from traditional to virtual office and now to work-from-home, the role of interpersonal skills has become even more critical. Across sectors, if you want to have a successful career, interpersonal skills are vital for getting ahead. The author emphasizes the need for continuous upskilling and reskilling of employees with respect to soft skills. This paper intends to provide a viewpoint on a subject that is sometimes not taken as seriously as it should be. Often employees focus more on learning and upskilling their technical skills while neglecting their people skills. The author offers some valuable insights for business leaders to lay emphasis on employee’s communication and interpersonal skills so as to allow the firm to run smoothly and to make day-to-day functions effective and efficient. This would be a win-win situation for organizations as well as the employees.
      Citation: Strategic HR Review
      PubDate: 2022-04-07
      DOI: 10.1108/SHR-03-2022-0013
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Metaverse: the future of immersive training

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      Authors: Ashwani Kumar Upadhyay , Komal Khandelwal
      Abstract: This paper aims to review and explore the adoption of Metaverse as a training ecosystem. The paper focuses on the current debate on the relevance of Metaverse for training. This paper reviews the recent articles and interviews and then critically discusses the future of training in Metaverse. Recent reports, studies and developments show that immersive training holds much potential. The future for training in Metaverse seems to be bright with benefits for both employers and employees. This viewpoint paper is easy to read and comprehensive.
      Citation: Strategic HR Review
      PubDate: 2022-04-01
      DOI: 10.1108/SHR-02-2022-0009
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Employee financial health comes to the fore after COVID

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      Authors: Paul Jackson
      Abstract: This paper aims to discuss employee financial health post COVID. The following article outlines different schemes that can be used to improve employee financial health. Analysis of the transactional data that open banking provides gives employers unprecedented capabilities to finally measure the improvement they make on the financial health of its workforce. This paper provides insight into how financial wellbeing tools can improve the financial health of employees post COVID.
      Citation: Strategic HR Review
      PubDate: 2022-04-01
      DOI: 10.1108/SHR-09-2021-0042
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • The importance of systemizing managerial support to reduce HR’s workload
           and maximize its corporate contributions

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      Authors: Debi Yadegari
      Abstract: The purpose of this paper is to explain the importance of systemizing managerial support to reduce the strain on human resource (HR) and maximize corporate contributions. The author draws upon 20 years of experience in the fields of law and HR as well as data from 17 different publications. Building a high-performing employer brand and workplace culture starts by better supporting managers as they navigate modern employee’s wants, needs and goals. By systematizing how we train, engage and consistently aid managers as they navigate these new workplace expectations, companies reduce turnover, improve productivity and enhance happiness and well-being, and with these benefits, drive down HR time spent mitigating these daily hurdles. HR leaders can focus on broader and more meaningful corporate contributions with that time won back.
      Citation: Strategic HR Review
      PubDate: 2022-03-28
      DOI: 10.1108/SHR-01-2022-0006
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Editorial

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      Authors: Javier Bajer
      Abstract: Editorial
      Citation: Strategic HR Review
      PubDate: 2022-04-05
      DOI: 10.1108/SHR-04-2022-191
      Issue No: Vol. 21 , No. 2 (2022)
       
  • CEO leadership learning during our global pandemic: voices from the
           C-suite

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      Authors: Clinton Longenecker , Jenell Lynn-Senter Wittmer
      Abstract: This study answers the question, “What are the learning experiences and drivers that provide CEOs with the knowledge, skills, and abilities that will allow them to lead their enterprises through crises'” Thirty chief executive officer (CEO) interviews were conducted with two trained interviewers that lasted an average of 76 min. These interviews covered CEO experiences in challenges faced, adaptation, learning and lessons gleaned during the COVID-19 pandemic. The interview responses were content analyzed to provide ten main drivers of CEO learning during the pandemic. The size and scope of the pandemic provides for lessons on leadership learning never experienced before. This study provides in-depth insights from CEO experiences during the pandemic.
      Citation: Strategic HR Review
      PubDate: 2022-02-28
      DOI: 10.1108/SHR-01-2022-0004
      Issue No: Vol. 21 , No. 2 (2022)
       
  • Starting a movement: a national initiative to build employee engagement in
           (lost) workplace pensions

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      Authors: Steve Butler , Simon M. Smith
      Abstract: This paper aims to explore the establishment of a National Pension Tracing Day in an attempt to address the national problem of employees not telling their pension provider when they change address, which has resulted in £19.4bn in unclaimed pensions. This paper considers the approach taken by Punter Southall Aspire to build employee engagement to trace lost workplace pension through a summative content analysis. This paper then applies an ambidextrous leadership lens to develop greater meaning. The combination of a simple narrative, a corporate social responsibility (CSR) approach allowing cooperation across the industry and an engaging campaign allowed the first National Pension Tracing Day to build momentum and spread across the workplace. The first National Pension Tracing day was established on 31 October 2021 by a small team within an small and medium-sized enterprise (SME). This paper attempts to raise awareness of how the lost pension challenge can be addressed for the purpose of future research.
      Citation: Strategic HR Review
      PubDate: 2022-02-23
      DOI: 10.1108/SHR-01-2022-0003
      Issue No: Vol. 21 , No. 2 (2022)
       
  • Tech adoption enables productivity – but it’s more than just
           an IT issue

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      Authors: Felix Eichler
      Abstract: This paper aims to explore the issue of digital adoption within a business and its impact on employees and to argue that digital adoption is as much a challenge for Human Resources (HR) as it is for Information Technology (IT). This paper is based on Felix Eichler’s experience as the co-founder and CTO of Userlane, a business that has helped hundreds of organisations accelerate their digital transformation efforts by improving software adoption amongst employees. Technology adoption in a business is as much an HR issue as it is an IT one. This is because is many cases, use of technology is closely linked to productivity and overall employee satisfaction. Businesses can overcome slow adoption by implementing an embedded, inclusive and practical approach to software training. This paper sheds light on the often overlooked issue of digital adoption and supports the emerging viewpoint that HR teams need to be more actively involved in supporting technology transformation within a business.
      Citation: Strategic HR Review
      PubDate: 2022-02-22
      DOI: 10.1108/SHR-12-2021-0063
      Issue No: Vol. 21 , No. 2 (2022)
       
  • Weight discrimination: implications to the workplace

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      Authors: Rachel Gaines , Vinod Vincent
      Abstract: Given the prevalence of obesity in society at large and ensuing weight discrimination in the workplace, the purpose of this paper is to bring to light the social stigma attached to obesity, stimulate the discussion around enacting better legislation to alleviate weight-based discrimination in the workplace and highlight the role of human resource (HR) departments in preventing such discriminatory actions. This paper reviews current perceptions, trends, laws and consequences related to obesity and weight discrimination and discusses the implications for organizations and HR professionals. Weight discrimination is a real problem in society as a whole and workplaces in particular. HR professionals have a key role to play in removing weight discrimination and creating a more inclusive and equitable workplace. Although weight discrimination has significant professional and personal consequences, there is a lack of explicit laws and policies that provide strong protection to impacted individuals. This paper brings the issue to light and discusses the role of HR in eliminating such bias and discriminatory practices in the workplace.
      Citation: Strategic HR Review
      PubDate: 2022-02-22
      DOI: 10.1108/SHR-01-2022-0002
      Issue No: Vol. 21 , No. 2 (2022)
       
  • Cracking the hybrid work culture conundrum: how to create a strong culture
           across a workforce you may never even see

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      Authors: Ellie Evans
      Abstract: The purpose of this paper is to look at how workplaces can create a healthy corporate culture as a hybrid way of working comes into force. The pandemic has made many businesses rethink their corporate culture strategy, and this study addresses how to regain and sustain a positive long-term culture. This is done by exploring aspects of pre-pandemic work life, how businesses can continue this going forward, and additional ways to ensure employees are fulfilled – all while providing a safe environment to work in. The author analyses pre-pandemic working culture, impartial report findings, third-party research, and her deep understanding and domain expertise in human resources (HR) to guide the reader in identifying key components of an effective corporate culture during this fast-paced, disruptive era. The study provides background context and offers three main ways on how to successfully achieve this. The findings from this study demonstrate three main ways in which HR leaders can enhance the working environment and how this can have multiple positive business outcomes. Driving and living core values from the most senior positions all the way through the workforce, changing values which are no longer fit for purpose, creating new workplace networking opportunities and recognising colleague contributions, especially during times of uncertainty, are all critical components of long-term culture success. The findings demonstrate how this is not only beneficial for a business but for the workforce too – helping retain important talent and also attracting new employees. The study fulfils an identified need to analyse and inform on forward-looking corporate culture trends and challenges amid the pandemic.
      Citation: Strategic HR Review
      PubDate: 2022-02-17
      DOI: 10.1108/SHR-12-2021-0065
      Issue No: Vol. 21 , No. 2 (2022)
       
  • Stemming the rising tide of anger in the workplace: how to build emotion
           control among employees before anger spills out

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      Authors: Brad Smith
      Abstract: The combined impact of the pandemic together with political and social disruption has led to a rising tide of anger that is impacting the workplace. The purpose of this article is to trace the range and depth of anger among employed adults in 2021 and to identify three practical ways for leaders to reduce the risk of anger in their workforce. Web-based survey of 5,475 employed adults aged 18 and older. Across the entire sample, 21% of employees report getting angry more easily or more often lately. While there was no significant difference between men and women, younger workers (younger than 30) were 1.4× more likely (31% for
      Citation: Strategic HR Review
      PubDate: 2022-02-03
      DOI: 10.1108/SHR-01-2022-0001
      Issue No: Vol. 21 , No. 2 (2022)
       
  • Strategic HR Review

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