Subjects -> BUSINESS AND ECONOMICS (Total: 3830 journals)
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HUMAN RESOURCES (103 journals)                     

Showing 1 - 101 of 101 Journals sorted alphabetically
Accounting and Business Research     Hybrid Journal   (Followers: 37)
Accounting and the Public Interest     Full-text available via subscription   (Followers: 4)
Accounting Auditing & Accountability Journal     Hybrid Journal   (Followers: 35)
Accounting Education: An International Journal     Hybrid Journal   (Followers: 24)
Accounting Forum     Hybrid Journal   (Followers: 31)
Accounting, Organizations and Society     Hybrid Journal   (Followers: 46)
Advances in Accounting     Hybrid Journal   (Followers: 14)
Advances in Developing Human Resources     Hybrid Journal   (Followers: 33)
Afro-Asian Journal of Finance and Accounting     Hybrid Journal   (Followers: 9)
American Journal of Finance and Accounting     Hybrid Journal   (Followers: 25)
Annual Review of Organizational Psychology and Organizational Behavior     Full-text available via subscription   (Followers: 48)
Asia Pacific Journal of Human Resources     Hybrid Journal   (Followers: 331)
Asian Review of Accounting     Hybrid Journal   (Followers: 2)
Attachment & Human Development     Hybrid Journal   (Followers: 12)
Australian Accounting Review     Hybrid Journal   (Followers: 5)
British Accounting Review     Hybrid Journal   (Followers: 11)
Burnout Research     Open Access   (Followers: 10)
Coaching : Theorie & Praxis     Open Access   (Followers: 3)
Contemporary Accounting Research     Full-text available via subscription   (Followers: 32)
Corporate Governance and Organizational Behavior Review     Open Access   (Followers: 1)
Critical Perspectives on Accounting     Hybrid Journal   (Followers: 19)
EURO Journal on Decision Processes     Hybrid Journal   (Followers: 3)
European Accounting Review     Hybrid Journal   (Followers: 22)
European Journal of Training and Development     Hybrid Journal   (Followers: 13)
Evidence-based HRM     Hybrid Journal   (Followers: 6)
FOR Rivista per la formazione     Full-text available via subscription  
German Journal of Human Resource Management     Hybrid Journal   (Followers: 7)
HR Future     Full-text available via subscription   (Followers: 4)
Human Relations     Hybrid Journal   (Followers: 65)
Human Resource and Organization Development Journal     Open Access   (Followers: 6)
Human Resource Development International     Hybrid Journal   (Followers: 27)
Human Resource Development Quarterly     Hybrid Journal   (Followers: 31)
Human Resource Development Review     Hybrid Journal   (Followers: 33)
Human Resource Management     Hybrid Journal   (Followers: 90)
Human Resource Management Journal     Hybrid Journal   (Followers: 85)
Human Resource Management Research     Open Access   (Followers: 27)
Human Resource Management Review     Hybrid Journal   (Followers: 64)
Human Resource Research     Open Access   (Followers: 1)
Intangible Capital     Open Access   (Followers: 2)
International Journal of Accounting     Hybrid Journal   (Followers: 2)
International Journal of Accounting and Finance     Hybrid Journal   (Followers: 20)
International Journal of Accounting Information Systems     Hybrid Journal   (Followers: 8)
International Journal of Accounting, Auditing and Performance Evaluation     Hybrid Journal   (Followers: 15)
International Journal of Banking, Accounting and Finance     Hybrid Journal   (Followers: 16)
International Journal of Behavioural Accounting and Finance     Hybrid Journal   (Followers: 12)
International Journal of Critical Accounting     Hybrid Journal   (Followers: 3)
International Journal of Economics and Accounting     Hybrid Journal   (Followers: 3)
International Journal of Ethics and Systems     Hybrid Journal   (Followers: 3)
International Journal of Human Capital and Information Technology Professionals     Full-text available via subscription   (Followers: 4)
International Journal of Human Resource Management     Hybrid Journal   (Followers: 57)
International Journal of Human Resource Studies     Open Access   (Followers: 17)
International Journal of Human Resources Development and Management     Hybrid Journal   (Followers: 31)
International Journal of Management Development     Hybrid Journal   (Followers: 13)
International Journal of Management Education     Hybrid Journal   (Followers: 10)
Journal of Accounting & Organizational Change     Hybrid Journal   (Followers: 6)
Journal of Accounting and Economics     Hybrid Journal   (Followers: 50)
Journal of Accounting and Public Policy     Hybrid Journal   (Followers: 8)
Journal of Accounting Education     Hybrid Journal   (Followers: 7)
Journal of Accounting Research     Hybrid Journal   (Followers: 36)
Journal of Advances in Management Research     Hybrid Journal   (Followers: 2)
Journal of Chinese Human Resource Management     Hybrid Journal   (Followers: 8)
Journal of Contemporary Accounting & Economics     Hybrid Journal   (Followers: 4)
Journal of Corporate Citizenship     Full-text available via subscription   (Followers: 1)
Journal of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1)
Journal of Global Responsibility     Hybrid Journal   (Followers: 5)
Journal of HR intelligence     Open Access   (Followers: 1)
Journal of Human Capital     Full-text available via subscription   (Followers: 13)
Journal of Human Development and Capabilities : A Multi-Disciplinary Journal for People-Centered Development     Hybrid Journal   (Followers: 24)
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: 7)
Journal of Organizational Effectiveness : People and Performance     Hybrid Journal   (Followers: 9)
Journal of Professions and Organization     Free   (Followers: 6)
Journal of Service Management     Hybrid Journal   (Followers: 9)
Kelaniya Journal of Human Resource Management     Open Access  
New Horizons in Adult Education and Human Resource Development     Hybrid Journal   (Followers: 13)
NHRD Network Journal     Full-text available via subscription  
Open Journal of Leadership     Open Access   (Followers: 19)
Organizational Behavior and Human Decision Processes     Hybrid Journal   (Followers: 76)
Pacific Accounting Review     Hybrid Journal  
Personality and Individual Differences     Hybrid Journal   (Followers: 28)
Personnel Assessment and Decisions     Open Access   (Followers: 2)
Personnel Review     Hybrid Journal   (Followers: 16)
Professions and Professionalism     Open Access   (Followers: 9)
Psychologie du Travail et des Organisations     Hybrid Journal  
Public Personnel Management     Hybrid Journal   (Followers: 14)
Qualitative Research in Accounting & Management     Hybrid Journal   (Followers: 7)
Quarterly National Accounts - Comptes nationaux trimestriels     Full-text available via subscription  
Research in Accounting Regulation     Hybrid Journal   (Followers: 2)
Research in Human Development     Hybrid Journal   (Followers: 6)
Review of Accounting Studies     Hybrid Journal   (Followers: 27)
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  
Revista Portuguesa e Brasileira de Gestão     Open Access  
South Asian Journal of Human Resources Management     Full-text available via subscription   (Followers: 4)
Southern African Journal of Accountability and Auditing Research     Full-text available via subscription  
Sri Lankan Journal of Human Resource Management     Open Access   (Followers: 1)
Strategic HR Review     Hybrid Journal   (Followers: 9)


Similar Journals
Journal Cover
NHRD Network Journal
Number of Followers: 0  
  Full-text available via subscription Subscription journal
ISSN (Print) 2631-4541 - ISSN (Online) 2631-455X
Published by Sage Publications Homepage  [1151 journals]
  • Editorial
    • Authors: Pallab Bandyopadhyay
      Pages: 7 - 10
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 7-10, January 2021.

      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:44:55Z
      DOI: 10.1177/2631454120985091
      Issue No: Vol. 14, No. 1 (2021)
  • Guest Editorial
    • Authors: Gangapriya Chakraverti
      Pages: 11 - 13
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 11-13, January 2021.

      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:38Z
      DOI: 10.1177/2631454120987020
      Issue No: Vol. 14, No. 1 (2021)
  • Wellness Lessons from Wellness Coaching
    • Authors: Vijayalakshmi S.
      Pages: 32 - 42
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 32-42, January 2021.
      Wellness coaching is all about partnering with individuals in a thought-provoking and creative process to enable them to live life to their full potential. A life that is built upon self-awareness and choice; and is self-directed and active. As a wellness coach and mentor, there is a meaningful sense of contribution I experience towards creating a healthier planet, one conversation at a time. Equally so, in this journey of contribution, there is much more I have learnt and gained from my clients—knowledge, insight and deepening of real-life perspectives about wellness!In this article, I will reflect upon my coaching experiences, build on and outline my learnings regarding the following: How wellness manifests itself in the life of an individual and how wellness coaching can help holistically'Top 10 wellness lessons—that contribute to the success and sustainability of an individual’s wellness journey. These include what could be some of the derailers and challenges in embracing wellness.Insights (based on the above) that organisations and wellness champions could incorporate whilst building wellness programmes.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:16Z
      DOI: 10.1177/2631454120981195
      Issue No: Vol. 14, No. 1 (2021)
  • Looking Beyond the Mask: Evolution of Well-being Plans in Corporate India
           During the Pandemic of 2020
    • Authors: Arvind Krishnan
      Pages: 43 - 50
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 43-50, January 2021.
      The coronavirus has altered the well-being efforts in corporate India irrevocably. By altering the working construct from office to home to (possibly) a hybrid, the pandemic has changed the base assumptions of what initiatives are needed by employees, how and where they consume it and how important it has become to the organisations. Like most swords, this has more than one edge. In this article, we attempt to find out, by asking people in industry, what the next year is likely to bring by way of changes in the focus, roll out, funding and measurement of well-being plans in corporate India. The survey indicates a sea change is afoot in how important these programs are, who is responsible for them and what they cover.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:38Z
      DOI: 10.1177/2631454120980893
      Issue No: Vol. 14, No. 1 (2021)
  • Yoga and Wellness—Key Insights from the Study on General Yoga
    • Authors: Rabindra Acharya, Gopal P. Mahapatra, Kadamibini Acharya
      Pages: 51 - 63
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 51-63, January 2021.
      Human beings have always strived towards excellence and progress since time immemorial. Industrialisation, automation and technological disruptions have led to increased comfort and quality of living of human beings and enhanced output, productivity and efficiency. Consequently, of late, health and wellness are receiving increased attention globally. Stress and stress-related diseases and workplace-related ailments have significantly increased over the last few decades and gained attention from society and industrial organisations. In the recent past, in the coronavirus pandemic context, wellness has been focused upon in many countries, communities and organisations worldwide. Yoga has been part of the Indian ethos for centuries. In this article, the authors discuss the General Yoga Programme (GYP), its broad coverage, and the impact it has had on the participants in terms of their wellness. With the help of a survey of the participants and linking it to relevant literature and research in the field, the authors highlight how GYP is a useful tool for enhancing various wellness dimensions. They recommend that GYP in its simplified form can be extended to the workplace; and also, HR professionals can play a facilitative role in the process.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:46:02Z
      DOI: 10.1177/2631454120979763
      Issue No: Vol. 14, No. 1 (2021)
  • Promoting Mental Well-Being Through Employee Assistance Programmes
    • Authors: Karuna Baskar, Ellen Mrinalini B. Shinde, Deepti A. Srinivasan
      Pages: 64 - 82
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 64-82, January 2021.
      Mental health is increasingly being recognised as a critical component of employee well-being. Employee Assistance Programmes (EAPs) provide a comprehensive range of services to corporations to enhance the mental well-being of employees, leading to greater productivity. Increased uptake of EAP services across industries in India over the past two decades clearly indicates the growing recognition of the value of such services. Is there a real need in India for mental health services or are EAPs more suited to a western context and typically introduced only in response to a global mandate' How do employees and organisations benefit from the introduction of an EAP' This article seeks to address these questions by examining mental health data and EAP utilisation trends in India. It also explores the business case for EAP, outlines the components of a comprehensive EAP and draws attention to the unique attributes that would make an EAP effective in the Indian context thereby providing a significant return on investment for the organisation.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:39Z
      DOI: 10.1177/2631454120979764
      Issue No: Vol. 14, No. 1 (2021)
  • Financial Wellbeing-The Missing Piece in Holistic Wellbeing
    • Authors: Sneha Jaggar, Lovaii Navlakhi
      Pages: 83 - 94
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 83-94, January 2021.
      The top causes of stress for employees, based on various studies, are financial or money matters and their challenges. Organisations recognise the impact this worry creates for the firm at large and thus financial wellbeing programmes are slowly gaining popularity. There is evidence to show how financial wellbeing is an integral part of holistic wellbeing, and organisations are experimenting with methods to disseminate financial literacy. In order to avoid the pitfalls of trying something big and failing, organisations and particularly human resource (HR) should spearhead the initiative of duly customised financial wellness programmes (FWPs) for their employees which address their pains and keep aside a budget for the same. Like any relationship, this too needs time to grow; finding a partner early whose objective aligns with that of the HR in ensuring holistic wellbeing for the employee is the important first step. The recent regulations for Registered Investment Advisors promulgated by SEBI allow HR in organisations to use them as a first filter in selecting their financial wellbeing partner.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:46:01Z
      DOI: 10.1177/2631454120980600
      Issue No: Vol. 14, No. 1 (2021)
  • Bringing a Taste of Wellness to Workstations
    • Authors: Subroto Gupta, Malabika Gupta, Arjyo Banerjee, Ashwani Vohra
      Pages: 95 - 102
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 95-102, January 2021.
      Companies providing employees with nutritious and wholesome meals strike the right balance in achieving a productive, creative and well-bonded team. Compass India’s study on ‘Eating at Work’ (EAW) suggests that energy and productivity levels peak between 9 am to 12 pm. Post-lunch these levels registered a sharp drop due to food intake with a high glycaemic index. Even as we peg it on natural human behaviour, with the right diet, one can boost those afternoon levels. Human resource teams plan for initiatives like sleeping pods, massage stations and yet the outcome continues to be a challenge. EAW research shows that these perks start great, but soon decline, that is, the usage of gyms was less than 2 per cent or 3 per cent. Also, ‘73% chose café meals as their preferred non-monetary perk, ranking ahead of flexible work hours and employee wellness programs’. Good food goes a long way in contributing to productivity. For many organisations, while wellness is a big part of their agenda, the role of food is still at its nascent stage. There is opportunity to elevate that. Hence, companies are taking constant intelligent decisions about workplace food.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:17Z
      DOI: 10.1177/2631454120979770
      Issue No: Vol. 14, No. 1 (2021)
  • Wellness Through Volunteering
    • Authors: Aarti Madhusudan, Shalabh Sahai
      Pages: 115 - 123
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 115-123, January 2021.
      Beginning in 2004, long before the CSR Act ushered a new spirit in corporate contribution in social development, iVolunteer has worked with over 100 leading Indian and multinational companies across a range of volunteering types from one-time episodic volunteering to more recently virtual volunteering. Our programmes have the potential to engage a range of employee motivations to volunteer. In this article, we examine the perceived notions about volunteering impact on well-being and if it can make a difference to work life' We share our experience over the years and will examine the impact of volunteering on wellbeing and positive mental health of the volunteers. There are almost no known Indian studies that explore this in detail. Individual companies do report higher satisfaction among employees who volunteer, regarding their work life. The article will draw upon insights from the HR community as well as from those executing volunteering in corporates in addition to some conclusions that we will draw based on some research studies. We hope to provide some possible ways forward for corporates to play a part in greater citizen engagement while creating pathways for mindful volunteering benefitting their employees both from a work and a societal perspective. The aim is to create a strong action plan to increase volunteering to both serve a social purpose and sustain the same by drawing out the positive impact that it can have on the individual.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:39Z
      DOI: 10.1177/2631454120982427
      Issue No: Vol. 14, No. 1 (2021)
  • Health, Healing and Wellness: Combat Corona Initiatives at Mumbai Refinery
           of HPCL
    • Authors: Archana Yemeshvary Ashok Upadhyay, Dharmendra Kumar Sharma
      Pages: 124 - 143
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 124-143, January 2021.
      The outbreak of COVID-19 pandemic during the year 2020 affected various facets of every business. Emphasis on employee health and wellness, digitalization, virtual workplaces and online business became the new normal. This article is a narrative about the multipronged approach adopted by Mumbai refinery of Hindustan Petroleum Corporation Limited (HPCL), an Oil & Gas Central Public Sector Enterprise, towards ensuring continuity of business as well as the health and well-being of its employees and their family members during COVID-19 pandemic. HPCL being in oil and gas sector, which is categorized as ‘essential goods and services’, continued all business as usual even during the nationwide lockdown to ensure uninterrupted supply of petroleum products. The management of the refinery showed exceptional agility and resilience in responding to the challenge and connecting with employees to meet the objective of enhanced employee engagement. Existing policies, systems and procedures were remodelled, and several additional measures were taken to upskill employees to work and perform in the new scenario. The HR team demonstrated sensitivity in curating initiatives towards ensuring health and well-being of employees and their family members as well. The happiness and mindfulness activities organized by HR team helped them overcome fear and anxiety, bond together and connect. Patriotism that stirred out of all these activities kept their spirit high to ensure business continuity. Consequently, Mumbai refinery not only maintained the productivity to serve the nation during the critical period but also witnessed a cultural transition into a ‘caring culture’ focused on employee health, healing and well-being.
      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:17Z
      DOI: 10.1177/2631454120985090
      Issue No: Vol. 14, No. 1 (2021)
  • Interview with Ms Prashanti Mukund
    • Pages: 155 - 157
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 155-157, January 2021.

      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:45:18Z
      DOI: 10.1177/2631454120987028
      Issue No: Vol. 14, No. 1 (2021)
  • Fitness: Evolution, Not Instant Revolution! Rujuta Diwekar, The 12-Week
           Fitness Project
    • Authors: Varsha M. Dharan
      Pages: 158 - 160
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 158-160, January 2021.

      Citation: NHRD Network Journal
      PubDate: 2021-02-26T11:46:02Z
      DOI: 10.1177/2631454120979768
      Issue No: Vol. 14, No. 1 (2021)
  • Dealing with Misselling: Impact of Behavioural Interventions on Insurance
    • Authors: Biju Dominic, Reshmi
      Abstract: NHRD Network Journal, Ahead of Print.
      This case study is about misselling of insurance policies and associated ethical challenges in a leading insurance company. Pro-organisational ethical violations mostly remain unnoticed and are often protected by implausible explanations. In the long run, persistent rationalisation makes malpractices a norm. The present work describes the interventions applied by a consulting firm to bring behavioural integrity. The consulting firm found that socialisation, rationalisation and institutionalisation considerably influenced people’s behaviour at the workplace and normalised unethical behaviour of insurance agents. It architected the behaviour of salespeople by specifically designed interventions through self-control mechanism and nudges. These interventions developed integrity in employees and reduced the number of cautions, warnings and terminations.
      Citation: NHRD Network Journal
      PubDate: 2021-02-25T05:20:45Z
      DOI: 10.1177/2631454120987716
  • Dynamic Inconsistency and Incentive Design: Insights from Behavioural
           Economics for HR Managers
    • Authors: Sarthak Gaurav
      Abstract: NHRD Network Journal, Ahead of Print.
      Behavioural economics is a thriving field that offers descriptive models of human decision-making that deviate from the standard model of decision-making in economics. This article presents insights from behavioural economics that can help address dynamic inconsistency, that is, time-inconsistency problems of employees and inform incentive design strategies. The author argues that lessons from behavioural economics can be applied to design solutions that can transform HR practices. HR managers and leaders stand to benefit from the emerging evidence from the lab and field in behavioural economics that calls for a rethinking of the conventional understanding of human behaviour.
      Citation: NHRD Network Journal
      PubDate: 2021-02-25T05:11:05Z
      DOI: 10.1177/2631454120987344
  • Eeny, Meeny, Miny, Moe: Hire Him and Let Her Go' Using Science to
           Reduce Hiring Bias
    • Authors: Dhanisha Nandigama, Aarti Shyamsunder
      Abstract: NHRD Network Journal, Ahead of Print.
      Despite advances in behavioural economics, industrial and organisational psychology and other fields examining the impact of bias on hiring decisions and informing organisational practices to improve the quality and fairness of such decisions, not all human resources practitioners or managers know or implement such practices. There is, therefore, an opportunity to structure talent acquisition/hiring practices and systems in ways that change the default, convenient behaviour of these decision-makers (prone to bias) and shift them towards less biased decisions. From nudging decision-makers to be more accountable, to using automated tools that minimise the element of human error, from the language used in recruiting materials to signal inclusion, to the use of structure to promote fairness and accuracy—this article describes eight evidence-based ways to reduce the impact of bias (gender bias, as an illustration) in hiring decisions.
      Citation: NHRD Network Journal
      PubDate: 2021-02-25T05:03:05Z
      DOI: 10.1177/2631454120987343
  • Human Resource Management: For Humans
    • Authors: Dilip Soman
      Abstract: NHRD Network Journal, Ahead of Print.
      Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.
      Citation: NHRD Network Journal
      PubDate: 2021-02-15T07:05:31Z
      DOI: 10.1177/2631454120982115
  • Predictably Irrational Hiring
    • Authors: Noel G. Machado, Jerrin Samuel
      Abstract: NHRD Network Journal, Ahead of Print.
      The hiring process plays a key role in organisational performance, but it involves contentious judgements and decisions. Behavioural economics can help us improve hiring effectiveness and enable the development of strong cultures and successful organisations. Using three historical cases from a Big-Five accounting firm, we present counter-intuitive hiring strategies that are relevant to organisations today. The cases involve six practices related to hiring and nine scientific concepts. The practices are: reverse interview, reverse recruitment, assessment centre (AC) design, structured interviewing, salary history ban, and withdrawal and rationalisation of designations. The scientific concepts are: representativeness heuristic, anticipatory socialisation, affect heuristic, distinction bias, social facilitation (observer effect), dual-process thinking, identity economics, anchoring effect (reference dependence) and social preference (inequity aversion). Finally, we examine the relevance of these practices and concepts as they relate to four human resources (HR) functions: (a) recruitment; (b) selection; (c) compensation and rewards; and (d) culture building.
      Citation: NHRD Network Journal
      PubDate: 2021-02-04T04:33:28Z
      DOI: 10.1177/2631454120988415
  • Back to Basics: Redefining Health and Well-being in Unprecedented Times
    • Authors: Nimitha Menon, Amy Laverock, Kristin Parker
      Pages: 14 - 31
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 14-31, January 2021.
      Human capital is undoubtedly one of the main engines of any successful business, and there is nothing more critical to the overall health of a business than ensuring health and safety of its people. Employers are uniquely positioned to improve health and safety through the workplace, yet many organisations struggle to decode the right formula for impactful initiatives and measuring success. It is particularly timely, as the ‘new normal’ of work has pushed workforce well-being up to the top of the priority list.Evidence supports that a healthy and safe workforce can provide a competitive business advantage by positively impacting productivity, business output, sustainability and corporate brand and reputation. The article shares insights into the evolving well-being risk, social profile and medical trends globally with country-specific highlights. We delve into the survey findings on employer and employee perspective of well-being and expectation on the solutions that can support in ensuring overall well-being.
      Citation: NHRD Network Journal
      PubDate: 2020-12-21T12:05:03Z
      DOI: 10.1177/2631454120975901
      Issue No: Vol. 14, No. 1 (2020)
  • Sleeping Well: The Gateway to Employee Wellness
    • Authors: Sasmita Palo, Moitrayee Das
      Pages: 103 - 114
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 103-114, January 2021.
      Our study of 419 white-collar professionals and 275 rotating shift workers indicates that 79.2 per cent of the white-collar participants and 11 per cent of the rotating shift workers endured poor sleep quality. Forty-eight per cent of white-collar participants and 18 per cent of the shift workers reported suffering from excessive daytime sleepiness. Poor sleep quality has been associated with obesity, hypertension, diabetes and a host of other adverse health outcomes including poor mental health. Studies show that among organisations offering lifestyle management programme as part of their employee wellness programmes, the most targeted behaviours encompass nutrition/weight control activities (79%), smoking (77%) and fitness (72%). However, there is hardly any organisation that offers a well-planned intervention to promote healthy sleep behaviour. Sleep appears to represent a neglected dominion of health behaviour in terms of employee wellness. If sleep health and wellness programmes are endorsed in the workplace, there are several positive outcomes such as productivity enhancement, less work injury, increasing employee satisfaction, good physical and mental health that are likely to supervene, all of which generate a better working environment.
      Citation: NHRD Network Journal
      PubDate: 2020-12-18T12:06:59Z
      DOI: 10.1177/2631454120972497
      Issue No: Vol. 14, No. 1 (2020)
  • Enhancing Employee Stress Resilience (Wellness): A Study of Women Leaders
           in Asia Pacific
    • Authors: Subba Vaidyanathan, Gopal Mahapatra
      Pages: 144 - 154
      Abstract: NHRD Network Journal, Volume 14, Issue 1, Page 144-154, January 2021.
      We live in an era of globalisation where technology, automation and digital networks drive disruptions in various spheres of life, work, family, health and society. They have increased productivity, ease of working and material comfort for humans worldwide, along with accelerating the pace of work and life. With the continued growth of technology, we are on the verge of Industry 4.0. The implications are changing at a fast pace and are associated with negative impact on health and wellness, as employees struggle to cope. In the last two decades, there has appeared a growing awareness of the need for total wellness, with implications for employee engagement and productivity. In the recent months, COVID-19 has caused further pressure on mental health, with employees struggling with anxiety, stress and depression, when organisations need them to be fully engaged, focused and making critical decisions.In this article, the authors highlight the need to equip employees with tools to build total resilience: physical, mental and spiritual. They propose a toolbox called ‘R-box’ (resilience box) to enhance employees’ ability to perform under stress. The toolkit is developed from the perspective that employees and leaders see themselves as corporate athletes (Loehr & Schwartz, 2001) and train themselves as athletes do, so as to sustain high levels of performance and, in the process, achieve high personal growth. Considering time as a major resource constraint for low adoption, R-box uses a range of mini-interventions, focused on the four areas of ‘run’ (body movement), ‘refresh’ (nutrition), ‘restore’ (sleep) and ‘rebalance’ (mind-related).Being Strong is a programme for leaders which has been running for a few years in Asia-Pacific (APAC). ‘R-box’ is central to this programme. An exploratory study was conducted with women leaders in Southeast Asia, especially from Malaysia and Indonesia, who were a part of the Being Strong programme. In the study, the authors try to find out how the R-box toolkit, practised by the participants over 12 weeks, has impacted their ability to deal with stress and grow their resilience.This article elaborates the findings of the survey conducted in 2020, 90 days after the programme. The survey showed over 80 per cent adoption by the participants. Further, over 85 per cent of those who adopted the toolkit saw an improvement in their ability to deal with stress with enhanced resilience. This appears to demonstrate the usefulness of R-box as a powerful toolkit for enhancing resilience.Based on the above, the authors propose the study to be extended to a larger audience in Southeast Asia and beyond. They also recommend HR to play a lead role in bringing wellness, as a driver of employee engagement and productivity. This has implications for the immediate situation of COVID-19 pandemic-impacted work and life, and the future of work too.
      Citation: NHRD Network Journal
      PubDate: 2020-12-10T02:48:29Z
      DOI: 10.1177/2631454120973513
      Issue No: Vol. 14, No. 1 (2020)
  • Behavioural Economics: A New Driver of Strategic HRM
    • Authors: Sanket Sunand Dash
      Abstract: NHRD Network Journal, Ahead of Print.
      Strategic human resource management (SHRM) aims to leverage a firm’s human resource base to create economic value for an organisation. In order to create economic value, firms must understand the actual behaviour of economic agents. Behavioural economics aim to understand the real, as distinct from theoretical, behaviour of humans when making economic choices. Hence, behavioural economics is central to a firm’s implementation of SHRM. However, despite the strong theoretical relationship between SHRM and behavioural economics, the actual research on the use of behavioural economics is fragmentary and inadequate.This article traces the roots of behavioural economics to prospect theory and identifies the basic concepts—comparison to a reference point, risk aversion and loss aversion—underlying prospect theory. The applications of these basic concepts in HRM are elucidated and the current research linking behavioural economics to HRM is presented. With respect to HRM, the current research on behavioural economics is most relevant to compensation management. Based on the discussion regarding application of behavioural economics in HRM, the article concludes by identifying future areas of research in the application of behavioural economics to HRM and scope for mutual exchange of knowledge between researchers and practitioners.
      Citation: NHRD Network Journal
      PubDate: 2020-12-21T03:16:09Z
      DOI: 10.1177/2631454120977240
  • When Artificial Intelligence Meets Behavioural Economics
    • Authors: Girish Balasubramanian
      Abstract: NHRD Network Journal, Ahead of Print.
      Behavioural economics has its roots in the problems of rationality and optimising the expected utility, specially the empirical evidence of individuals acting against expected norms. Artificial intelligence (AI), on the other hand, is premised on the dominant idea being that because of the dispositional factors, the human being often might be akin to a disturbance to an otherwise smooth system. Thus, the intersection of both these areas is decision-making under uncertainty. Both these concepts put together have interesting implications for organisations. This article explores the impact of AI and Behavioural Economics on the human resources (HR) function of an organisation. Some of the contemporary applications of AI augmenting decision-making have been presented using the lens of the HR Value Chain. Based on these applications, implications for organisations are discussed. Despite limitations, AI, as a technology, is soon going to be embraced by the firms, leading to hybrid organisations. As a result, organisations need to redesign their processes and policies.
      Citation: NHRD Network Journal
      PubDate: 2020-12-18T12:05:19Z
      DOI: 10.1177/2631454120974810
  • The Behavioural Economics of Executive Incentives
    • Authors: Alexander Pepper
      Abstract: NHRD Network Journal, Ahead of Print.
      The conventional design of executive compensation plans is based on an outdated model of executive agency. Behavioural economics has provided a better understanding of the relationship between executives’ pay and their motivation through detailed examination of the psychology of incentives. Four key points emerge from the research. First, executives are much more risk averse than financial theory predicts. Second executives are very high time discounters, thus reducing the perceived value of deferred rewards. Third, intrinsic motivation is much more important than admitted by traditional economic theory. Fourth, executives are more concerned about the perceived fairness of their awards relative to peers than in absolute amounts. Research suggests that companies would be better off paying generous salaries and using annual cash bonuses to incentivise desired actions and behaviours. Executives should be required to invest bonuses in company shares until they have sufficient ‘skin in the game’ to align their interests with shareholders.
      Citation: NHRD Network Journal
      PubDate: 2020-09-18T04:14:07Z
      DOI: 10.1177/2631454120953038
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