Dear colleagues (apologies for cross-posting),
The purpose of this email is to provide you with an update on what's happening at Human Resource Management Journal #HRMJ (Wiley-Blackwell).
We are delighted to report an increase in the journal's Impact Factor to 2.147 which places us in 5th position amongst all labor and industrial relations and in the top half of all management journals. Notably, our impact factor continues to be higher than many of our HRM journal peers including Human Resource Management and International Journal of Human Resource Management. This impact factor serve to support the journal's recognition in national journal ranking guides. Specifically, HRMJ is ranked as a "4", reserved for journals that "publish the most original and best-executed research" in the current Association of Business Schools (ABS) Academic Journal Guide (UK). The journal is also ranked 'A' by the Australian Business Deans Council journal list.
We very much welcome high quality submissions on any aspect of employment studies but especially those focused on issues related to the management of people at work.
Impending Call for Paper Deadline at HRMJ
We are now accepting abstract for our inaugural call for submissions to our new Review & Provocation Paper Section.
This call stems from a series of invited provocation papers (you can access these papers here) but to which we are now opening up to open submissions, along with adding a review paper option. Extended abstracts can be submitted before July 1 via HRMJ's online submission portal (please be sure to select Review/Provocation as the submission type). We are unable to consider late submissions. Full details, including guidance on evaluation criteria and expectations of elements required in the extended abstracts, on the call for submissions to this new section can be found in the attachment.
Recently Published Papers
The cross-cultural study of LMX and individual employee voice: The moderating role of conflict avoidance
Joo-Young Park and Kritkorn Nawakitphaitoon
DOI: 10.1111/1748-8583.12158
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12158/full
This article examines the role of national culture, measured by conflict avoidance, on the relationship between leader–member exchange (LMX) and individual employee voice. Using data collected from automotive industry employees in the United States and Korea, the findings show that conflict avoidance is negatively related to employee voice and also moderates the relationship between LMX and employee voice in the Korean sample. In particular, the relationship between LMX and voice becomes less positive when conflict avoidance is high. On the other hand, conflict avoidance does not have a direct effect on employee voice as well as an interactive effect with LMX on employee voice in the U.S. sample. This study, therefore, highlights the importance of the national culture in the comparative study of employee voice.
Workplace bullying and absenteeism: The mediating roles of poor health and work engagement
Christopher Magee, Ross Gordon, Laura Robinson, Peter Caputi and Lindsay Oades
DOI: 10.1111/1748-8583.12156
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12156/full
Workplace bullying is a major problem that affects the well-being and productivity of employees. Some previous studies have found that workplace bullying is associated with absenteeism, which is a major contributor to lost workplace productivity. However, a comprehensive understanding of how different workplace bullying experiences are associated with absenteeism is currently lacking. In particular no previous studies have examined potential mediators of these relationships. The present article aimed to provide new insights into the relationship between workplace bullying and absenteeism. In a 12-month prospective study of 500 Australian employees, we identified 5 distinct subtypes of workplace bullying experiences using a person-centred approach. These bullying subtypes were found to be associated with absenteeism via health impairment and lower work engagement. The findings can be used to inform HR strategies to prevent and manage workplace bullying.
Conflicting logics? The role of HRM in a professional service firm
Johan Alvehus
DOI: 10.1111/1748-8583.12159
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12159/full
HRM is considered of vital strategic importance in professional service firms, but professionals generally resist these managerial initiatives. In this article, I report on an in-depth case study of a tax consultancy department in a major accounting firm by exploring the way professionals reconcile the logics of professionalism and HRM. Results indicate that the logics are reconciled in several ways as they are simultaneously replicated, revised, and rejected. Whereas current theories argue that the different logics balance each other, this study indicates that the professionals strengthen professional logic by acknowledging HRM and its procedures, simultaneously circumventing them through inverted appropriation. Results suggest that hybridity between conflicting logics may appear on an organisational level, whereas a single logic dominates in everyday work. The study contributes to in-depth studies of institutional logics and to a detailed understanding of the workings of HRM in professional contexts.
How much performance pay is there in the public sector and what are its effects?
Alex Bryson, John Forth and Lucy Stokes
DOI: 10.1111/1748-8583.12153
http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12153/full
Theory suggests that performance pay (PP) can align employees' interests with those of the employer and attract high-ability workers and incentivise effort but that it may be less effective in the public sector. However, empirical evidence on its incidence and effects is largely confined to the private sector. We find that half the 20 percentage point gap in PP incidence in Britain between the public and private sectors is accounted for by differences in occupational composition. The gap falls to 8 percentage points when 'matching' employees in both sectors on their demographic and job characteristics. PP is linked to positive job attitudes among private sector employees, but not among observationally equivalent public sector employees. Furthermore, PP is negatively correlated with workplace performance in the public sector. These findings raise important questions about public policies promoting PP in the public sector.
ABOUT THE JOURNAL
Human Resource Management Journal (HRMJ) is a scholarly journal, published by Wiley-Blackwell, which aims to promote the theory and practice of HRM, to provide an international forum for discussion and debate, and to stress the critical importance of people management to a wide range of economic, political and social concerns. HRMJ's focus lies in providing a critical link between high quality academic research and the practical implications for business practice. Over the last decade, HRMJ has broadened its editorial scope to become more globally orientated and has strengthened the international character of its Editorial Team and Board.
HRMJ seeks to publish well-written, well-researched and well-informed articles on any aspect of employment studies but especially those focused on issues related to the management of people at work. Articles should appeal both to practitioners and academics by virtue of their contribution to contemporary issues, the good use of theory and research and well-founded conclusions and practical implications. HRMJ is open to qualitative, quantitative and mixed methods approaches
HRMJ has 4 Co Editors-in-Chief
· Elaine Farndale, The Pennsylvania State University, USA [euf3@psu.edu] / Tilburg University, The Netherlands
· Anthony McDonnell, Cork University Business School, University College Cork, Ireland [anthony.mcdonnell@ucc.ie]
· Dora Scholarios, University of Strathclyde, UK [d.scholarios@strath.ac.uk]
· Adrian Wilkinson, Griffith University, Australia [Adrian.wilkinson@griffith.edu.au]
HRMJ has 12 Associate Editors
· Katie Bailey, University of Sussex, UK
· Edel Conway, Dublin City University, Ireland
· Anders Dysvik, BI Norwegian Business School, Norway
· Martin Edwards, King's College London, UK
· Kaifeng Jiang, Mendoza College of Business at University of Notre Dame, USA
· Gill Kirton, Queen Mary University of London, UK
· Mila Lazarova, Simon Fraser University, Canada
· Helen Liu, Pennstate College of the Liberal Arts, USA
· Ashly H. Pinnington, The British University in Dubai, UAE
· Amanda Pyman, Monash University, Australia
· B. Sebastian Reiche, IESE Business School, Spain
· Andrew Timming, University of St Andrews, UK
Best wishes,
Anthony
ANTHONY MCDONNELL (PhD, BBS, MCIPD)
Professor of Management
Editor-in-Chief, Human Resource Management Journal
CORK UNIVERSITY BUSINESS SCHOOL
University College Cork, Ireland
T +353 (0)21 490 3735
anthony.mcdonnell@ucc.ie
Twitter: @amcdonnell_hrm
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