Subjects -> BUSINESS AND ECONOMICS (Total: 3530 journals)
    - ACCOUNTING (132 journals)
    - BANKING AND FINANCE (306 journals)
    - BUSINESS AND ECONOMICS (1229 journals)
    - CONSUMER EDUCATION AND PROTECTION (20 journals)
    - COOPERATIVES (4 journals)
    - ECONOMIC SCIENCES: GENERAL (201 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)
    - INTERNATIONAL DEVELOPMENT AND AID (103 journals)
    - INVESTMENTS (22 journals)
    - LABOR AND INDUSTRIAL RELATIONS (61 journals)
    - MACROECONOMICS (17 journals)
    - MANAGEMENT (595 journals)
    - MARKETING AND PURCHASING (106 journals)
    - MICROECONOMICS (23 journals)
    - PRODUCTION OF GOODS AND SERVICES (143 journals)
    - PUBLIC FINANCE, TAXATION (37 journals)
    - TRADE AND INDUSTRIAL DIRECTORIES (2 journals)

HUMAN RESOURCES (103 journals)                     

Showing 1 - 92 of 92 Journals sorted by number of followers
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 224)
Human Resource Management     Hybrid Journal   (Followers: 76)
Organizational Behavior and Human Decision Processes     Hybrid Journal   (Followers: 74)
Human Resource Management Journal     Hybrid Journal   (Followers: 72)
Human Relations     Hybrid Journal   (Followers: 61)
Human Resource Management Review     Hybrid Journal   (Followers: 60)
International Journal of Human Resource Management     Hybrid Journal   (Followers: 52)
Annual Review of Organizational Psychology and Organizational Behavior     Full-text available via subscription   (Followers: 50)
Journal of Accounting and Economics     Hybrid Journal   (Followers: 45)
Accounting, Organizations and Society     Hybrid Journal   (Followers: 43)
Contemporary Accounting Research     Full-text available via subscription   (Followers: 34)
Journal of Accounting Research     Hybrid Journal   (Followers: 34)
Human Resource Development Quarterly     Hybrid Journal   (Followers: 29)
Review of Accounting Studies     Hybrid Journal   (Followers: 28)
Accounting Auditing & Accountability Journal     Hybrid Journal   (Followers: 26)
Human Resource Development Review     Hybrid Journal   (Followers: 26)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 25)
Personality and Individual Differences     Hybrid Journal   (Followers: 25)
Accounting Forum     Hybrid Journal   (Followers: 23)
International Journal of Human Resources Development and Management     Hybrid Journal   (Followers: 23)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 23)
Accounting and Business Research     Hybrid Journal   (Followers: 22)
Journal of Human Development and Capabilities : A Multi-Disciplinary Journal for People-Centered Development     Hybrid Journal   (Followers: 22)
European Accounting Review     Hybrid Journal   (Followers: 20)
Human Resource Management Research     Open Access   (Followers: 19)
Human Resource Development International     Hybrid Journal   (Followers: 19)
Open Journal of Leadership     Open Access   (Followers: 18)
International Journal of Accounting and Finance     Hybrid Journal   (Followers: 17)
Personnel Review     Hybrid Journal   (Followers: 16)
Critical Perspectives on Accounting     Hybrid Journal   (Followers: 16)
Accounting Education: An International Journal     Hybrid Journal   (Followers: 16)
International Journal of Banking, Accounting and Finance     Hybrid Journal   (Followers: 15)
European Journal of Training and Development     Hybrid Journal   (Followers: 14)
International Journal of Management Development     Hybrid Journal   (Followers: 13)
Public Personnel Management     Hybrid Journal   (Followers: 13)
Review of Public Personnel Administration     Hybrid Journal   (Followers: 13)
International Journal of Human Resource Studies     Open Access   (Followers: 13)
British Accounting Review     Hybrid Journal   (Followers: 12)
Advances in Accounting     Hybrid Journal   (Followers: 11)
New Horizons in Adult Education and Human Resource Development     Hybrid Journal   (Followers: 11)
International Journal of Management Education     Hybrid Journal   (Followers: 11)
Journal of Human Capital     Full-text available via subscription   (Followers: 11)
International Journal of Behavioural Accounting and Finance     Hybrid Journal   (Followers: 11)
Review of Quantitative Finance and Accounting     Hybrid Journal   (Followers: 10)
International Journal of Accounting, Auditing and Performance Evaluation     Hybrid Journal   (Followers: 9)
Journal of Accounting and Public Policy     Hybrid Journal   (Followers: 7)
Journal of Accounting Education     Hybrid Journal   (Followers: 7)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7)
Human Resource and Organization Development Journal     Open Access   (Followers: 7)
Attachment & Human Development     Hybrid Journal   (Followers: 7)
Strategic HR Review     Hybrid Journal   (Followers: 6)
Journal of Service Management     Hybrid Journal   (Followers: 6)
Journal of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 6)
German Journal of Human Resource Management     Hybrid Journal   (Followers: 5)
Journal of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 5)
Journal of Human Values     Hybrid Journal   (Followers: 5)
Journal of Professions and Organization     Free   (Followers: 5)
Journal of International Accounting, Auditing and Taxation     Hybrid Journal   (Followers: 5)
Research in Human Development     Hybrid Journal   (Followers: 5)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 5)
Journal of Contemporary Accounting & Economics     Hybrid Journal   (Followers: 4)
Coaching : Theorie & Praxis     Open Access   (Followers: 4)
South Asian Journal of Human Resources Management     Full-text available via subscription   (Followers: 4)
Australian Accounting Review     Hybrid Journal   (Followers: 4)
International Journal of Accounting Information Systems     Hybrid Journal   (Followers: 4)
Journal of Chinese Human Resource Management     Hybrid Journal   (Followers: 4)
Corporate Governance and Organizational Behavior Review     Open Access   (Followers: 3)
Journal of Accounting & Organizational Change     Hybrid Journal   (Followers: 3)
Evidence-based HRM     Hybrid Journal   (Followers: 3)
Journal of Global Responsibility     Hybrid Journal   (Followers: 3)
International Journal of Human Capital and Information Technology Professionals     Full-text available via subscription   (Followers: 3)
International Journal of Ethics and Systems     Hybrid Journal   (Followers: 2)
Journal of HR intelligence     Open Access   (Followers: 2)
Pacific Accounting Review     Hybrid Journal   (Followers: 2)
International Journal of Critical Accounting     Hybrid Journal   (Followers: 2)
Journal of Marketing and HR     Open Access   (Followers: 2)
Accounting and the Public Interest     Full-text available via subscription   (Followers: 2)
International Journal of Economics and Accounting     Hybrid Journal   (Followers: 1)
Sri Lankan Journal of Human Resource Management     Open Access   (Followers: 1)
Intangible Capital     Open Access   (Followers: 1)
Journal of Advances in Management Research     Hybrid Journal   (Followers: 1)
EURO Journal on Decision Processes     Hybrid Journal   (Followers: 1)
Journal of Human Resource and Sustainability Studies     Open Access   (Followers: 1)
NHRD Network Journal     Full-text available via subscription  
Human Resource Research     Open Access  
Personnel Assessment and Decisions     Open Access  
Kelaniya Journal of Human Resource Management     Open Access  
Revista Gestión de las Personas y Tecnología     Open Access  
Psychologie du Travail et des Organisations     Hybrid Journal  
FOR Rivista per la formazione     Full-text available via subscription  
Journal of Enterprising Communities People and Places in the Global Economy     Hybrid Journal  
Asian Review of Accounting     Hybrid Journal  

           

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]
  • Using personality type to engage and retain remote, hybrid and
           office-based workers

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      Authors: John Hackston
      Abstract: This study aims to investigate the attitudes to remote, hybrid and nonremote working, and how these are influenced by personality type and other factors. By understanding these relationships, recommendations for navigating the changing work environment can be developed. A total of 443 people, comprising a mix of remote, hybrid and nonremote workers, completed an anonymous online survey in which they were asked to provide their Myers-Briggs type indicator (MBTI) type preferences, demographic information, views about their job and (as appropriate) information about their home working environment and views on remote working and/or their workplace environment and views on nonremote working and/or on issues specific to hybrid working. Differences between employees’ preferred amount of remote working and the actuality of their job was a key determinant of whether they were thinking of leaving, suggesting that mandating a return to the workplace could result in the loss of valuable employees. Other factors included managerial support, workplace inclusion and the interaction of personality type. Personality-type considerations were also important in making the office an attractive place to return to, with Extraversion–Introversion a key area. The MBTI framework is already widely used for leadership development, teambuilding and other applications. Taking personality type into consideration when planning the future of hybrid working in an organization allows human resources teams to build on existing knowledge to achieve a smooth transition.
      Citation: Strategic HR Review
      PubDate: 2022-09-27
      DOI: 10.1108/SHR-08-2022-0050
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Personality and leadership: how gender impacts perceptions of
           effectiveness

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      Authors: Maureen Snow Andrade
      Abstract: Personality traits impact how leaders are perceived and how leaders perceive themselves. These views are subject to gender biases and stereotypes. This practitioner study aims to integrate leadership theories with research on agentic and communal personality qualities and the Big Five personality traits to establish how these impact perceptions of leader effectiveness. Behavioral leadership theory and personality trait research offer insights into gender biases related to perceptions of leaders and leaders’ self-efficacy. This paper examines the literature in these areas to show how it informs the practice of leadership and the degree to which gender stereotypes are changing. The review examines salient leadership qualities for women and men, finding that agentic qualities are still largely associated with men and communal qualities with women. It also illustrates that conscientiousness, openness to experience and extraversion are associated with leadership emergence for both genders but impact leader self-efficacy in different ways. This paper integrates research to draw conclusions about how personality traits are gendered and how gender impacts perceptions of leader effectiveness.
      Citation: Strategic HR Review
      PubDate: 2022-09-27
      DOI: 10.1108/SHR-09-2022-0052
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Colliding without crashing – how a collision of perspectives creates
           innovation

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      Authors: Jess Majekodunmi
      Abstract: Before the author became the Director of the Human Sciences Studio, the author was aware of many studies that established the value of diverse teams – especially for innovation. In 2020, Robyn Brennaman claimed in this very journal that “the business case has long since closed about the critical importance and value of diversity in the workplace”. Brennaman reasoned that homogeneity impedes innovation, that innovation is a precondition for business competitiveness, and therefore diversity has strategic value. And yet a truly diverse team – one that includes identity diversity, academic diversity and cognitive diversity – is too hard to find. The author explores three lessons learned from working with a team of people who think so differently to one another. The purpose of this article is to explore how a collision of perspectives can create innovation. A viewpoint article based on the author’s experience in Innovation and position as Director Human Sciences Studio at Accenture and winner of the Team Leader Award (Sponsored by Fujitsu) at the 2022 FDM everywoman in Technology Awards. The author explores three lessons learned from working with a team of people who think so differently to one another. The deluge of information is a messy delight. Sharing knowledge alerts us to the our blind spots. Humility and vulnerability are vital. This piece is entirely written by Jess Majekodunmi and is all the author’s own viewpoint.
      Citation: Strategic HR Review
      PubDate: 2022-09-21
      DOI: 10.1108/SHR-08-2022-0046
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Moving up the talent curve: historic US brand quickly shifts people
           culture

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      Authors: Barry Melnkovic , Matt Wilding
      Abstract: This case study is intended to demonstrate how U. S. Steel sharply increased its investment in talent, seeing that such a shift would become an important business differentiator. That active “people culture” stance paid off and can now be used as an example for other organizations across multiple industries, particularly those struggling to reinvent themselves in the wake of the COVID pandemic and the Great Resignation. Emphasizing diversity, equity and inclusion (DEI), action and metrics, the authors demonstrate that U. S. Steel’s human capital investment were key drivers in significant earnings growth (2017–2021); their wish is to share these lessons learned with other organizations. Seeing that job change and attrition had reached historic levels during the Great Resignation, many companies speculated that increasing the investment in the talent of their organization would be a business differentiator. U. S. Steel was an early adopter of this mindset and in this paper shares how it implemented significant reinvestment in human capital, from hiring to employee resource groups, involvement with outside professional and diversity organizations and more. Ultimately they leveraged HR metrics, looking to retention, employee engagement and net earnings to gauge results. Based on its robust reinvestment in human resources transformation built on inclusive practices and HR analytics, U. S. Steel achieved a quit rate of just 4% versus the overall US market quit rate of greater than 30% (Bureau of Labor Statistics). It also saw significant gains in employee engagement and other factors. Ultimately, while earnings have fluctuated throughout the transition to this strategy, leadership at the company believes that these investments have been key drivers in net earnings from $387m in 2017 to over $4.1bn in 2021. U. S. Steel might not seem a likely organization to double down on reinvestment in talent, given that the company is 120+ years old, heavily unionized and in heavy industry. Still, that’s just what it did, realizing “moving up the talent curve” could be a key differentiator. Emphasizing DEI, action and metrics, U. S. Steel’s human capital investment paid off, ultimately being a significant part of earnings growth in four short years. Lessons learned here are certainly applicable to unionized and nonunionized heavy industry, but also are broadly applicable to nearly any industry and size organization interested in talent investment.
      Citation: Strategic HR Review
      PubDate: 2022-09-12
      DOI: 10.1108/SHR-07-2022-0033
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Better work-life balance through digital parenting

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      Authors: Kelly Basile , T. Alexandra Beauregard , Esther Canonico-Martin , Kylee Gause
      Abstract: This study aims to explore how working parents use personal technology to manage parenting responsibilities and to identify how technology use might help to support work–family balance. In-depth telephone interviews with US and UK working parents with children under the age of 18 were conducted. Findings suggest that personal technology can facilitate work and family activities and reduce work–family conflict by enabling parents to perform certain parenting duties remotely. However, parental attitudes toward technology and children’s rights to privacy influence both technology use and work and family outcomes. By better understanding employee personal technology use, and how this use facilitates reduced conflict between work and family roles, organizations might look to creatively expand their benefits offerings to include access/discounts to personal technology platforms that support parenting activities (e.g. Uber One, Amazon Prime and DoorDash). While substantial research has been conducted on employee use of work-enabled technology to facilitate work–life balance, less attention has been paid to how working parents are using personal forms of technology to achieve this same outcome. This exploratory study establishes certain parenting functions that are facilitated by personal technology use and identifies some parental attitudes that influence technology adoption.
      Citation: Strategic HR Review
      PubDate: 2022-09-12
      DOI: 10.1108/SHR-08-2022-0048
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Aiming for diversity of thought – a business view

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      Authors: Arnaud Despierre , Kaifeng Wang
      Abstract: The purpose of this study is to provide a practical framework for business and human resources (HR) practitioners to drive diversity in their organizations in a manner that can promote better business results. The authors’ team led personal one-on-one interviews with 31 global and regional chief executive officers (CEOs) of Asia-based businesses across a wide range of sectors. The authors distilled the qualitative content of these individual conversations into an overall framework, supported by anecdotal evidence and key lessons learned from the majority of respondents. It is also highlighted in this study where a common view could not be obtained on certain topics, though cases have been rare. The authors found an overwhelming alignment on how CEOs think about how to promote diversity of thought in their organizations. At a high level, the authors agreed that this is a complex issue which cannot be easily measured and needs to be tackled by using a holistic approach across several dimensions. These include the need to use a context-based definition of diversity, the pitfalls of measuring diversity by using an overly narrow lens (e.g. gender or ethnic), the requirement to create a bias-free culture where diverse opinions can flourish and be listened to and the need for supporting HR systems and processes. This study provides a comprehensive framework for companies to drive diversity of thought in their organizations. This approach goes beyond the commonly used methods of using targets and quotas to push for diversity and takes a holistic look at the issue including the roles that individual business leaders and company culture can play in the process.
      Citation: Strategic HR Review
      PubDate: 2022-09-01
      DOI: 10.1108/SHR-07-2022-0044
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • The importance of first impressions in a hybrid working era

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      Authors: Suman Gopalan
      Abstract: This paper aims to provide insight of virtual onboarding and the importance of good technology and making good first impressions in the hybrid working era. The paper followed a structured opinion piece byline, taking into account statistics and research from survey and methodology to include factual points on the current situation of employee experience in hybrid working. The paper provides empirical insights about how change is brought about during internal brand building. It suggests that successful leaders act as “integrating forces” on two levels: integrating the elements of corporate identity structures, and mediating between the corporate branding structures and the individual. This paper fulfils an identified need for businesses to drive good employee experience when virtual onboarding.
      Citation: Strategic HR Review
      PubDate: 2022-08-25
      DOI: 10.1108/SHR-05-2022-0028
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Gender equality in the workplace: a global perspective

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      Authors: Maureen Snow Andrade
      Abstract: The benefits of gender diversity in the workplace are well-established. Consequently, many organizations have policies or programs in place to encourage hiring women. Despite this, the gender gap remains, particularly in terms of compensation and promotion and progress appears slow. This paper aims to examine the benefits of gender diversity and common approaches to enhance it. It then reviews lessons from global research and suggests applications. This practitioner study reviews the literature to identify arguments for gender equality in the workplace, progress in gender equality and common organizational approaches to equality. It presents snapshots of two global studies examining gender equality. It draws implications and applications from these studies. Gender equality remains elusive and difficult to achieve despite efforts on the part of leaders to encourage it. Insights from research provide compelling reasons in terms of organizational outcomes for female hiring, development and promotion. Additionally, insights into organizational culture help leaders identify barriers to gender equality. This paper presents insights into the need for and benefits of gender equality in organizations. A review of two global studies provides compelling reasons for leaders to recommit themselves to their gender equality and address needed changes in organizational culture.
      Citation: Strategic HR Review
      PubDate: 2022-08-16
      DOI: 10.1108/SHR-07-2022-0038
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Family supportive supervisor behaviors: lessons from research

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      Authors: Maureen Snow Andrade
      Abstract: The COVID-19 pandemic impacted the workplace in significant ways, creating changes in the daily work routines of individuals globally, many of which are likely to be permanent. Women, in particular, were affected by increased childcare responsibilities and faced with decisions about the future of their careers. The purpose of this practitioner article is to present an overview of work-related challenges and opportunities resulting from COVID-19, introduces the concept of family supportive supervisor behaviors (FSSB), and shares ideas for application. The concept of FSSB offers insights into the role of supervisors in the adoption of family-friendly approaches that not only mitigate the challenges women, and parents in general, face in the workplace but offers organizations the opportunity to assess the degree to which these practices are present and adopt relevant training and policies. The paper examines the literature on FSSB. The review identifies ways in which organizations can apply FSSB to support women (and all parents) in the workplace. These include a better understanding of the supervisor role, the need to examine policies and practice and make supervisors accountable and direction for FSSB training. The paper shares key outcomes of FSSB and provides practical ways for its implementation by leaders and managers. It links the challenges and opportunities of COVID-19 to enhanced FSSB practices.
      Citation: Strategic HR Review
      PubDate: 2022-08-08
      DOI: 10.1108/SHR-07-2022-0037
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Today’s workforce is evolving before your eyes – it’s a moment
           businesses can’t afford to miss

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      Authors: Nicole Alvino
      Abstract: Employee attitudes are changing: it is time to embrace Gigification. Sure enough, employees feel empowered and re-energized to set their own path in life, professionally and personally, but the idea that just offering “flexibility” on where employees work will fix things, is a knee jerk reaction, and does not reflect the nuance of what is really happening. The idea that a job is no longer for life, was seen as a negative turn of phrase, to today’s it is a positive and a way of life to embrace, that means they can take the “gigs” they want, that meet their needs, and move on when it suits them. For employers that want to attract the best talent, a rethink is needed addressing the needs of employees, communication, management style, benefits and the digital employee experience, from onboarding to exit. This byline will pull in data from Firstup’s latest employee survey of 23,105 workers from across the UK, USA and Europe, and suggest a number of areas that companies can start to look at to embrace gamification, including changes to company culture, using technology to create personal experiences, upskilling the soft skills and new forms of internal communication. The author offers unique insight based on her extensive experience in this space.
      Citation: Strategic HR Review
      PubDate: 2022-07-27
      DOI: 10.1108/SHR-04-2022-0020
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • Preparing for business travel: how HR managers can plan for the bounce
           back

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      Authors: Simone Buckley
      Abstract: This paper aims to convey the different ways in which HR managers can prepare their staff for the return to business travel. The author has based her findings on years of firsthand experience in the field of business travel expense management. This paper proposes that HR teams should shape travel policy for success and maintain clear communication with teams, which are the surefire ways to prepare teams for the return of business travel. This paper provides value for HR managers who are dealing with employees who are perhaps anxious about making business trips for the first time since the pandemic.
      Citation: Strategic HR Review
      PubDate: 2022-07-12
      DOI: 10.1108/SHR-04-2022-0018
      Issue No: Vol. ahead-of-print , No. ahead-of-print (2022)
       
  • A three-step approach to developing a future-proof skills strategy

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      Authors: Charles Butterworth
      Abstract: This study aims to provide industry expert advice on how to tackle the skills shortage and crisis from leading software firm, Access People. Using data and research conducted by Access People, through a survey conducted over email. The findings provide actionable insights in three main strategies on how to overcome the skills crisis in any business today. This study draws on the author’s unique insights and experience in the field.
      Citation: Strategic HR Review
      PubDate: 2022-06-29
      DOI: 10.1108/SHR-05-2022-0023
      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: 2022-08-04
      DOI: 10.1108/SHR-08-2022-194
      Issue No: Vol. 21 , No. 4 (2022)
       
  • Strategic use of social media to screen job applicants – a review of the
           benefits, concerns and best practices

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      Authors: Muntakim Choudhury
      Abstract: This paper aims to examine the role of social media in screening job seekers. As social media sites have gained popularity in recent times, organizations are able to access large amounts of professional and personal information of job applicants. This information is used primarily to narrow the applicant pool, but concerns exist regarding the appropriateness of using such practices. The author identifies several best practices that can increase the effectiveness and reliability of using social media as a source of applicant data. The author reviewed relevant literature and research on the use of social media websites to screen applicants, identifying the benefits of such practices, along with its costs. This paper aims at further developing the understanding of strategically using social media for applicant screening purposes and the implications of such practices. The author points out both the positive and negative aspects of using social media as a screening tool, with the hope that practitioners will use the information from job seekers’ social media pages in an unbiased and nondiscriminatory manner. This paper provides guidelines regarding appropriate utilization of social media as a screening tool as part of an organization’s recruitment and selection process.
      Citation: Strategic HR Review
      PubDate: 2022-06-27
      DOI: 10.1108/SHR-06-2022-0030
      Issue No: Vol. 21 , No. 4 (2022)
       
  • Video-based structured interviews to assess managerial candidates

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      Authors: J. Allen Brown , Vinod Vincent
      Abstract: Managerial roles require knowledge, skills and abilities that are difficult to assess during the hiring process. Consequently, hiring an unqualified candidate for a managerial position can result in a disastrous outcome for the organization. Therefore, the purpose of this paper is to propose a hiring technique that allows a more accurate assessment of a managerial candidate’s overall skills to aid better hiring decisions. The proposed technique, video-based structured interviews, shows the interviewee a video clip of a work-related scenario and follow-up with standardized questions to assess their ability to both understand the situation and make good decisions. Compared with verbal situational questions, using video-based scenarios is a more robust and realistic technique as it requires the interviewee to use multiple senses (seeing and hearing) to observe and then respond to a given situation in a way that is closer to how they would encounter it at work. The video-based scenarios can be used as a hybrid technique blending elements of both patterned-behavior-description and situational interview. In addition, this technique can be used to measure a potential manager’s compatibility related to key organizational values such as safety first or quality first. The proposed video-based structured interview technique enhances the preemployment assessment process to identify and select managerial employees that has the necessary knowledge, skills and abilities to be successful in their roles. This interview technique, combined with other relevant assessment tools, provides a clearer picture of the candidate’s capabilities.
      Citation: Strategic HR Review
      PubDate: 2022-06-16
      DOI: 10.1108/SHR-04-2022-0022
      Issue No: Vol. 21 , No. 4 (2022)
       
  • Driving company culture in a post-pandemic world

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      Authors: Steve Smith
      Abstract: In this paper, the author sought to explain how to convey company culture in the modern world of work. The author draws upon 10+ years in the HR and recruitment field as well as recent collaborative projects with LEGO and NHS Professionals that directly link to the topic. Research shows that candidate experience was a critical key performance indicator for everyone involved in the projects. Providing guidance videos for applicants, clearly signposting points of contact, ensuring consistency across processes and providing clear and concise communication, the employers were able to show that their business cares about the people it works with, even during a global health crisis. Readers will gain valuable insight based on the author’s personal experience and expertise and may apply these lessons to drive company culture and bolster retention in their own organisations.
      Citation: Strategic HR Review
      PubDate: 2022-06-09
      DOI: 10.1108/SHR-04-2022-0021
      Issue No: Vol. 21 , No. 4 (2022)
       
  • More than a phone call away: sustaining positive work behaviour

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      Authors: Roland K. Yeo , Jessica Li
      Abstract: This paper aims to introduce an innovative approach to employee engagement through personalized calls targeted at work-from-home (WFH) employees. It explores the effects of these calls on employee motivation and work behaviour. The research is based on a case study of a multinational company over a one-year period (2020–2021). In-depth interviewing in the form of engagement calls was used as the primary method of data collection. Seventy-two frontline supervisors were directly involved in calling 1,318 employees totaling 2,671 calls. Content analysis was used to identify key patterns from the data. The employees experienced varying degrees of WFH transition based on their response to isolation and work-life boundaries. The calls made a difference to their psychological and emotional wellbeing, reaffirming their confidence in the company’s WFH arrangements and reinforcing their self-worth. This led to the employees engaging more proactively through work process improvisation and working around technological challenges. The calls also uncovered unlearning and relearning as a way of helping them make deeper sense of who they are and how they can contribute more valuably to the company. This longitudinal research offers fresh insights into the transitions of employees at different phases of their WFH experience based on the first-hand accounts of frontline supervisors. Theoretically, the study contributes to a different perspective of employee engagement and work behaviour from the remote working literature in the context of Covid-19.
      Citation: Strategic HR Review
      PubDate: 2022-06-07
      DOI: 10.1108/SHR-05-2022-0025
      Issue No: Vol. 21 , No. 4 (2022)
       
  • Tech and the times: why technology is the double-edged sword that HR teams
           must navigate

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      Authors: Jack Latus
      Abstract: This study aims to explore how changing technology can be harnessed by HR teams to improve the efficiency of the workplace and elevate the employee experience. It analyses whether technology contributes to more issues than it solves, and whether HR teams should consider adopting measures grounded in technology. This study stemmed from the recent publishing of the Chartered Institute of Personnel and Development employee well-being report and months of research into the key issues that HR teams face within the industry, offering a perspective on why they should consider technology as the solution to these. By adapting HR strategy, technology can be used to better employee health and well-being, as well as business turnover. The future of HR doesn’t lie in rejecting these new systems and ways of working, but rather by accepting them and implementing the necessary boundaries to preserve and even improve employee health. The value of this study is to provide HR teams with a comprehensive take on the role that technology currently plays, and will continue to play, as a solution to the issues that plague the industry.
      Citation: Strategic HR Review
      PubDate: 2022-06-06
      DOI: 10.1108/SHR-05-2022-0024
      Issue No: Vol. 21 , No. 4 (2022)
       
  • 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. 21 , No. 4 (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. 21 , No. 4 (2022)
       
  • Strategic HR Review

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