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Editor: Michael G Dilcock (IMJ)
Editorial Advisory Board
Dr Yehuda Baruch, School of Management, University of East Anglia
Vicky Dilcock, Vice President Yuan Thai Industrial Company Limited, China
Professor Robert Greenwood, Academic Programme Director NCC Education
Professor Gopal Kanji, Kanji Quality Culture, Ltd, Emeritus Professor Sheffield Hallam University
Dr Margaret Lineham, Department of Adult and Continuing Education, Cork Institute of Technology
Dr Jane Morton, The Management Centre, University of Leicester
Dr Abubakra Suliman, College of Business Economics, United Arab Emirates University
Dr Sussanne Tietz, School of Management, Bradford University
Professor Mohamed Zairi, Director, European Centre for TQM, Bradford University
The International Journal of Applied HRM (IJAHRM) provides an effective forum for the substantive development and testing of theory and practice relating to the issues, problems, contexts, or processes of developing or managing human resources. This journal seeks to afford a suitable conduit of two-way delivery serving both academics and management practitioners alike. The journal’s editorial team is enthused to afford support to practitioners in pursuance of academic qualification the opportunity to present their empirical findings in articled format. The premise being to add value to both the individual learning process and the organisation supporting/sponsoring said process.
The emergent global economy and the speedy proliferation of modern information technology have diluted the power of both financial and physical capital to create sustainable competitive advantage. In light of this, organisations are and will increasingly seek and find advantage through advanced utilisation of their ‘human resources’. Human capital is a highly important component of national productivity growth, and of better-quality performance in the plethora of businesses organisations preferred by most strategic HRM management academics and practitioners. The oft proffered organisational cliché "people are our most important asset" is rapidly at last becoming a truism.
A brief listing of relevant topics might include:
The ethical dimensions; Applied HRM as a component of organisational strategy; Innovation in HRM practices and outcomes; Strategic choice versus emergence; Recruitment and staffing issues; Institutional interaction on HRM issues; Training practices; Retention methodologies; Applied HRM its effectiveness and organisational performance.
Motivation and the Meaning of Work
Dr Susanne Tietze