Subjects -> BUSINESS AND ECONOMICS (Total: 3541 journals)
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    - ECONOMIC SCIENCES: GENERAL (212 journals)
    - ECONOMIC SYSTEMS, THEORIES AND HISTORY (235 journals)
    - FASHION AND CONSUMER TRENDS (20 journals)
    - HUMAN RESOURCES (103 journals)
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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: 42)
Advances in Accounting     Hybrid Journal   (Followers: 10)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 25)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 5)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 23)
Annual Review of Organizational Psychology and Organizational Behavior     Full-text available via subscription   (Followers: 49)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 210)
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: 26)
Human Resource Management     Hybrid Journal   (Followers: 73)
Human Resource Management Journal     Hybrid Journal   (Followers: 71)
Human Resource Management Research     Open Access   (Followers: 19)
Human Resource Management Review     Hybrid Journal   (Followers: 58)
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: 11)
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: 51)
International Journal of Human Resource Studies     Open Access   (Followers: 13)
International Journal of Human Resources Development and Management     Hybrid Journal   (Followers: 23)
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: 45)
Journal of Accounting and Public Policy     Hybrid Journal   (Followers: 7)
Journal of Accounting Education     Hybrid Journal   (Followers: 7)
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: 6)
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: 5)
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: 72)
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: 10)
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
Public Personnel Management
Journal Prestige (SJR): 0.682
Citation Impact (citeScore): 2
Number of Followers: 13  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0091-0260 - ISSN (Online) 1945-7421
Published by Sage Publications Homepage  [1174 journals]
  • The Effect of Access to Training and Development Opportunities, on Rates
           of Work Engagement, Within the U.S. Federal Workforce

    • Free pre-print version: Loading...

      Authors: Michael P. Hassett
      Abstract: Public Personnel Management, Ahead of Print.
      This study aims to identify how the access to training and development opportunities influence rates of work engagement in the U.S. federal workforce. Organizations with high rates of work engagement tend to be happier and more efficient than those with lower rates of work engagement. Studies have evidenced that organizational and managerial characteristics can promote work engagement among employees. Through the lens of high-performance work systems and the job demands-resource theory, access to training and development is used as both a high-performance work practice and a job resource to explore its effect on work engagement. Data were drawn from the 2017 Federal Employee Viewpoint Survey, a nationally representative sample of U.S. federal employees. By employing ordinary least squares analyses, this study shows that there is a positive correlation between having access to training and development opportunities and higher rates of work engagement across the federal workforce.
      Citation: Public Personnel Management
      PubDate: 2022-06-10T09:25:10Z
      DOI: 10.1177/00910260221098189
       
  • Does Knowing Other Workers’ Wage Level Promote Employees’ Pay Fairness
           Perception' Evidence From a Randomized Survey Experiment

    • Free pre-print version: Loading...

      Authors: Kwang Bin Bae, Hosung Sohn, Hyeong Cho, Dongsook Han
      Abstract: Public Personnel Management, Ahead of Print.
      Pay fairness perception is considered a significant determinant of employee turnover. This study analyzes whether public-sector employees’ pay fairness perception is promoted when workers are notified of the wage level of similar employees working in other sectors (i.e., relative wage). A randomized survey experiment was conducted to test the hypothesis that relative wages matter for pay fairness perception. The results show that informing employees of other workers’ wage levels enhances pay fairness perception. The subgroup analysis shows that the effect is more pronounced for employees who are relatively early in their career. The results imply that providing information on relative wage can be an effective way of promoting pay fairness perception, thereby reducing worker turnover and contributing potentially to productivity gains in public-sector organizations where turnover rate is salient.
      Citation: Public Personnel Management
      PubDate: 2022-06-08T05:45:55Z
      DOI: 10.1177/00910260221098191
       
  • Mission Match and Organizational Satisfaction: Testing the Mediating Role
           of Perceived Reputation

    • Free pre-print version: Loading...

      Authors: Yongjin Ahn
      Abstract: Public Personnel Management, Ahead of Print.
      Motivational research has become one of the major topics in public administration. However, public administration researchers have focused disproportionately on public service motivation in accounting for behaviors/attitudes in the public sphere. Somewhat neglected are the different, but no less important, motivations that impact the everyday operations of government employees. To narrow the gap, this study examines the effect of motivations based on organizational mission (mission match) and perceived organizational reputation. Using a large-N sample of U.S. federal employees, results show that mission-matched employees are more likely to be satisfied with their organization. This relationship is mediated through perceived organizational reputation. This study discuss the contributions of introducing organizational reputation as a contextual factor that intervenes in bureaucratic motivation and raise questions for further inquiry.
      Citation: Public Personnel Management
      PubDate: 2022-06-03T10:56:51Z
      DOI: 10.1177/00910260221096857
       
  • Public Employee Use of Social Media at Work: Competency, Collaboration,
           and Communication of Workplace Policy

    • Free pre-print version: Loading...

      Authors: Pananda Chansukree, Danuvas Sagarik, Wonhyuk Cho
      Abstract: Public Personnel Management, Ahead of Print.
      Although the growth of social media has changed the way employees communicate at work, our understanding of the related workplace dynamics, particularly in public organizations, is still embryonic. This study fills these research gaps by testing hypotheses, drawn from social cognitive theory and social capital theory, using two sets of data on social media usage patterns and workplace practices among public employees. Our survey data (n = 1,360) analysis revealed that most respondents (more than 72%) spent at least an hour per day on social media while at work, for both work- and non-work-related purposes. Furthermore, public employees with higher levels of social media competence (technical understanding and impact assessment) were more likely to report effective collaboration and seek assistance when needed. The results of scenario-based randomized survey experiment (n = 600) show that the perceived fairness of social media-related termination decisions (or “get dooced”) was influenced by the presence of an explicit workplace social media policy.
      Citation: Public Personnel Management
      PubDate: 2022-05-30T06:34:11Z
      DOI: 10.1177/00910260221098737
       
  • Enhancing Employee Voice and Inclusion Through Inclusive Leadership in
           Public Sector Organizations

    • Free pre-print version: Loading...

      Authors: Tho Alang, Pauline Stanton, Mark Rose
      Abstract: Public Personnel Management, Ahead of Print.
      This article explores the impact of inclusive leadership behaviors on Indigenous voice and the perception of workplace inclusion by Indigenous employees in Vietnam public agencies. Drawing from qualitative research with managers and Indigenous employees in three public organizations, we found that, first, inclusive leadership behaviors promoted workplace diversity by supporting Indigenous presence through recuitment; training and development opportunities; and promotion into decision making roles. Second, inclusive leadership facilitated Indigenous belongingness by accepting Indigenous employees as important group members, and sympathizing with their challenges. Third, in the context of a Confucian and collectivist-influenced country, inclusive leadership played a crucial role in valuing Indigenous uniqueness by encouraging their voice over their work; valuing their contributions; and respecting their differences. Theoretical and practical implications are discussed.
      Citation: Public Personnel Management
      PubDate: 2022-04-11T10:15:01Z
      DOI: 10.1177/00910260221085583
       
  • Racial Diversity in Policing: Do We Need More Asian American Police
           Officers in Response to the #StopAsianHate Movement'

    • Free pre-print version: Loading...

      Authors: Helen H. Yu
      Abstract: Public Personnel Management, Ahead of Print.
      The rising nationwide concerns about violence targeting Asians have highlighted the scant research on Asian American police officers. This article aims to (re)introduce this important dialogue and calls for a commitment from other race and social equity scholars to extend the discourse on racial diversity in policing. Using data on race and ethnicity compiled by the Law Enforcement Management and Administrative Statistics survey, this article compares data from the largest 100 cities ranked by their respective Asian population percentage with the percentage of Asian police officers from those same cities to examine Asian diversity in policing. Analysis reveals that all the cities with the exception of five were underrepresented by Asian police officers, and that more work needs to be done by these police departments if they hope to reflect the diversity of the communities they serve.
      Citation: Public Personnel Management
      PubDate: 2022-02-08T09:39:22Z
      DOI: 10.1177/00910260221074971
       
  • Engagement, Exhaustion, and Perceived Performance of Public Employees
           Before and During the COVID-19 Crisis

    • Free pre-print version: Loading...

      Authors: David Giauque, Karine Renard, Frédéric Cornu, Yves Emery
      Abstract: Public Personnel Management, Ahead of Print.
      At the outset of the COVID-19 pandemic, the Swiss federal government implemented a lockdown that prompted a majority of private and public organizations to implement teleworking solutions for their employees. This study aimed to examine the impact of work modalities, job-related, relational, and organizational climate variables on employees’ engagement, exhaustion, and perceived performance both before and during the forced teleworking period. Based on the job demands-resources framework, a survey was conducted (N = 1,373) in a Swiss Cantonal public administration. Results show that while the forced telework period positively influenced employees’ work autonomy and work–life balance, it negatively influenced their degree of collaboration and perceived job strain but did not affect their engagement levels. The freedom to organize ones’ own work and collaboration with colleagues were identified as the main resources that positively influence employees’ engagement and perceived performance while limiting exhaustion.
      Citation: Public Personnel Management
      PubDate: 2022-01-29T09:20:13Z
      DOI: 10.1177/00910260211073154
       
  • The Performance Rewards of Human Capital Development in the Federal
           Government

    • Free pre-print version: Loading...

      Authors: Andrew Wesemann
      First page: 151
      Abstract: Public Personnel Management, Ahead of Print.
      Human capital is one of the most vital assets an organization possesses. Research has demonstrated that human capital is directly related to performance. Thus, there is a clear incentive for organizations to grow their human capital levels. Not surprisingly, then, organizations have created and employed a wide variety of managerial practices focused on further developing human capital within their employees. Yet even as the U.S. government faces forthcoming human capital shortages due to the ongoing retirements of a large segment of its workforce, empirical research investigating the impact of commonly used human capital development practices on performance in the public sector is scarce. Therefore, to gain a deeper understanding of this dynamic relationship, using U.S. federal personnel data, this study analyzes the impact of human capital development practices on agency performance. The results of longitudinal econometric analyses suggest that human capital development practices have positive effects on agency performance.
      Citation: Public Personnel Management
      PubDate: 2021-08-21T06:14:59Z
      DOI: 10.1177/00910260211039876
       
  • Improving Work–Life Balance for Female Civil Servants in Law
           Enforcement: An Exploratory Analysis of the Federal Employee Paid Leave
           Act

    • Free pre-print version: Loading...

      Authors: Helen H. Yu
      First page: 170
      Abstract: Public Personnel Management, Ahead of Print.
      In late 2019, Congress passed the Federal Employee Paid Leave Act (FEPLA) establishing parental leave for most federal civilian employees. The new law provides up to 12 weeks of paid leave within 12 months after the birth, adoption, or foster placement of a child occurring on or after October 1, 2020. Despite its recent enactment, this study draws on survey data from 224 civil servants across 39 federal law enforcement agencies to examine the implications of FEPLA for improving work–life balance in the federal sector. Findings suggest that FEPLA will likely improve work–life balance for female civil servants. However, women may also be afraid to use FEPLA due to perceived loss of future promotional opportunities or other workplace visibilities.
      Citation: Public Personnel Management
      PubDate: 2021-09-24T08:14:52Z
      DOI: 10.1177/00910260211046560
       
  • Managing Street-Level Bureaucrats’ Performance by Promoting
           Professional Behavior Through HRM

    • Free pre-print version: Loading...

      Authors: Rik van Berkel, Julia Penning de Vries, Eva Knies
      First page: 189
      Abstract: Public Personnel Management, Ahead of Print.
      This article connects human resource management (HRM) research to studies of street-level bureaucracies and public professionals. It investigates the intermediary role of professional behavior in the HRM–individual performance link in the context of public human service organizations. The article hypothesizes that human resources (HR) practices, aimed at enhancing street-level workers’ abilities, motivation, and opportunities, strengthen these workers’ professional behavior; that professional behavior and individual performance are positively related; and that professional behavior mediates the relationship between HR practices and individual performance. The analysis of findings from a survey study of street-level workers in local welfare agencies implementing welfare-to-work policies in the Netherlands shows support for the mediating role of professional behavior in the HRM–individual performance chain. Based on this evidence, the article concludes that the professional behavior of street-level workers in public human service organizations deserves scrutiny of both HRM scholars and HR practitioners who are interested in promoting the performance of public professionals.
      Citation: Public Personnel Management
      PubDate: 2021-09-24T08:13:33Z
      DOI: 10.1177/00910260211046554
       
  • Progress Toward Increasing Women’s and Minorities’ Access to Top State
           Government Jobs'

    • Free pre-print version: Loading...

      Authors: Greg Lewis, Jonathan Boyd, Rahul Pathak
      First page: 213
      Abstract: Public Personnel Management, Ahead of Print.
      This study examines the impact of qualifications and hiring advantages on women’s and minorities’ access to state government jobs, both in managerial and high-salary positions and overall. It also looks at how race and gender differences in representation have changed since 1990 and how they compare with the private sector. All groups, except Latino and Asian men, are more likely than White men to work for state governments, and all groups are more likely to do so than comparable White men. White men remain more likely to be managers and to earn top-decile salaries than comparable White women and people of color. Differences in education, experience, veteran status, and citizenship contribute, in different ways, to each group’s underrepresentation at top levels, but sizable unexplained gaps remain. The good news is that access to top jobs is better in state governments than in the private sector and has improved since 1990.
      Citation: Public Personnel Management
      PubDate: 2021-11-13T10:19:00Z
      DOI: 10.1177/00910260211056569
       
  • A Study of Interracial Differences in Turnover Intentions: The Mitigating
           Role of Pro-Diversity and Justice-Oriented Management

    • Free pre-print version: Loading...

      Authors: Rashmi Chordiya
      First page: 235
      Abstract: Public Personnel Management, Ahead of Print.
      Enhancing racial justice, equity, diversity, and inclusion are the core values of public administration and critical to the functions of public-sector strategic human resources management. However, very limited empirical research has delved into the interracial differences in public sector employees’ turnover intentions and its mitigating factors. Using the 2006–2017 Federal Employee Viewpoint Survey data, the present study aims to contribute toward filling this gap in the literature. The theoretical arguments and empirical findings of this study show that when compared with White employees, Federal Black, Indigenous, and Employees of Color (BIEOC) are significantly more likely to intend to leave their current organizations. However, the likelihood of turnover intentions of Federal employees, particularly, BIEOC can be reduced through institutional interventions anchored in pro-diversity management (e.g., commitment to fostering a racially representative workforce), distributive justice in employment outcomes (e.g., in pay and promotions) and procedural justice in organizational processes (e.g., anti-discrimination practices).
      Citation: Public Personnel Management
      PubDate: 2021-12-28T07:57:59Z
      DOI: 10.1177/00910260211061824
       
 
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