HRM leading the way to organizational success

Introduction 

We live in an international context that is constantly changing. Consequently, companies and organizations must adjust permanently to new contexts. This transformational process happens through organizational innovation and creativity’ promotion among employees, thus allowing organizations to cope with increasing turbulence and high pace changes. We must prepare organizations for uncertain times and manage people to successfully face the ongoing changes. HRM policies and practices are meant to manage people to be a source of competitive advantage. Developing successful organizations goes hand in hand with developing high-performing employees, therefore, HRM has an active role in promoting a synergistic improvement of both.
The adequate management of people in organizations can lead to sustainable organizational success in the medium and long term, since HRM can promote a “sustainability mindset”. HRM contributes to employees’ sustainable careers, valuing job reshape jobs and enhancing sustainable employability while respecting the local cultures. Organizations valuing particular types of HRM (e.g. HRM green practices may contribute to sustainability-oriented performance and, as a result, they will contribute to social and economic growth. Ultimately people are the primary agents in charge of transforming organizations and, consequently, society. 
Happy employees make successful organizations, they tend to be productive worker. HRM that is inclusive in nature and sensitive to multiple stakeholders supports employee well-being and inclusiveness. HRM policies and practices can create feelings of satisfaction, organizational commitment, and engagement in organizational members, supporting workplace happiness, positive emotions and organizational performance. HRM may encourage knowledge sharing behaviors that motivate workers and in turn increases their attachment and commitment with the organization and improves organizational outcomes. Satisfied employees are more productive whereas dissatisfied employees damage the profitability of the organization. When HRM fails organizational-level phenomena can generate workplace unhappiness. Evidence shows that organizational-level initiatives can act as competition stressors. A competitive culture impacts on the reciprocity of counterproductive knowledge behaviors, such as knowledge hiding, and those can hinder organizational outputs.
 HRM is currently adding more and more layers because organizations are also facing transformations; the two are co-evolving. We would like to highlight some clear examples of HRM mechanisms and practices that companies can implement to achieve organizational success:

 

• Guarantying organizational culture development and support 
• Supporting adaptation to change 
• Establishing integrated training programs  
• Offering career development plans
• Assisting in the adaptation to new technological contexts
• Minimizing turnover 
• Implementing motivation management practices
• Providing employees creativity development support
• Backing organizational innovation 
• Generating environmental awareness 
• Advocating knowledge management
• Promoting sustainable and green practices
• Sponsoring workplace happiness and positive emotions
• Ensuring a well-adjusted work-life balance/integration

This Call for Papers invites researchers, regardless of methodological, ontological or philosophical options, to contribute to the debate on the implications of HRM to organizational success. Research that advocates an optimistic position, as well as others that do not, are welcome. Theoretically well-founded work and rigorous methodological analysis are required in order to make a solid contribution to the debate. Empirical original research articles and literature reviews are welcome.

List of topic areas

 

• Organizational Performance
• Careers and Diversity Management
• Change Management
• Ethics and Work-life Balance 
• HRM Digital Challenges
• Knowledge Management
• Leadership and Communication
• Organizational Behaviour
• Performance and Appraial
• Skills Management and Talents’ Attraction
• Workplace happiness
• Organizational Success

Guest Editors:

Carla Curado, ADVANCE/CSG, ISEG – Lisbon School of Economics & Management, Universidade de Lisboa, Portugal, [email protected]

Paulo Lopes Henriques, ADVANCE/CSG, ISEG – Lisbon School of Economics & Management, Universidade de Lisboa, Portugal, [email protected] 

Helena Mateus Jerónimo, ADVANCE/CSG, ISEG – Lisbon School of Economics & Management, Universidade de Lisboa, Portugal, [email protected]

Lucía Muñoz-Pascual, Faculty of Economic and Management, IME, Universidad de Salamanca, Spain, [email protected]

Submissions Information

Submissions are made using ScholarOne Manuscripts. Registration and access are available at: https://mc.manuscriptcentral.com/joepp

Author guidelines must be strictly followed. Please see: https://www.emeraldgrouppublishing.com/journal/joepp#author-guidelines

Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to ““Please select the issue you are submitting to”. 

Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.

Key deadlines

Opening date: 1st of November 2022
Closing date: 31st of May 2023