About the Journal
About the Journal
The Journal of Human Resources and Organizational Studies (JHROS) is a bi-annual, peer-reviewed, open-access scholarly journal committed to advancing rigorous and impactful research on human resources, work, and organisational phenomena. Published by the Management and Social Science Research Network PRESS (MSSRN PRESS) , JHROS serves as a dynamic platform for high-quality theoretical, empirical, and methodological scholarship that examines people, work, and organisations across diverse institutional, cultural, and socio-economic contexts. The journal promotes multi-level inquiry spanning individual, group, organisational, and institutional perspectives.
JHROS welcomes interdisciplinary contributions from human resource management, organisational theory and management, organisational behaviour, sociology of work, and work and organisational psychology. It adheres to a strict double-blind peer-review process and upholds the highest standards of academic integrity, methodological rigor, and theoretical contribution. Beyond advancing academic debate, the journal prioritises research with clear relevance for organisational practice, public formulation, and societal transformation. JHROS particularly encourages context-sensitive and critical perspectives that illuminate organisational realities in developed, emerging, transitional, and underrepresented economies.
What distinguishes JHROS is its integrated approach to human resources and organisational studies, positioning people management as a central driver of organisational resilience, institutional change, and sustainable development rather than a standalone functional domain.
Aim of the Journal
The primary aim of JHROS is to advance and integrate knowledge on human resources and organisational phenomena by publishing research that makes substantive theoretical, empirical, and methodological contributions to the field.
Specifically, the journal aims to:
- Advance understanding of individual, group, and organisational processes shaping work and employment
- Promote theory-driven and contextually grounded research in human resources and organisational studies, with particular emphasis on developing countries
- Encourage interdisciplinary and multi-level perspectives on organisations and the world of work,
- Bridge the gap between theory, evidence, and practice in human resource and organisational studies, and
Foster scholarly dialogue on contemporary and future challenges shaping organisations and workforces
Scope of the Journal (Thematic Areas)
JHROS publishes original research articles, theoretical papers, systematic literature reviews, methodological contributions, and high-quality case studies that address issues at the micro, meso, and macro levels of analysis, across all sectors and organisational forms, including private, public, non-profit, and social enterprises.
Core Areas of Coverage
The journal invites original research submissions in the following areas, including but not limited to:
a) Human Resource Management and Development
- Strategic and Sustainable HRM
- HRM systems, bundles, and configurational approaches
- Talent management, attraction, retention, development, and succession planning
- Strategic human resource development (SHRD)
- Career development, employability, and career sustainability
- HR analytics and evidence-based HRM
- HRM and organisational performance and competitive advantage
- Managing multigenerational workforces
b) Organisational Behaviour and Psychology
- Job satisfaction, work engagement, commitment, and motivation
- Individual differences, attitudes, emotions, and work behaviour
- Employee well-being, burnout, emotional labour, and work stress
- Organisational justice, identity, power, and employee voice
- Decision-making, cognition, and behavioural biases
- Counterproductive, unethical, and deviant workplace behaviours
- Teams, collaboration, trust, and conflict
- Leadership styles, leader-follower dynamics, and ethics
- Intergenerational dynamics
c) Leadership, Management, and Ethics
- Leadership and theories
- Leader-follower dynamics
- Leadership development and succession planning
- Leadership in crisis, uncertainty, and organisational change
- Responsible leadership, governance, and managerial ethics
- Inclusive, gender-sensitive, and diversity-oriented leadership
d) Organisational Culture, Learning, and Change
- Organisational culture, climate, and values
- Organisational learning, knowledge, and talent management
- Change management, transformation, and agility
- Learning organisations and dynamic capabilities
- Innovation culture, adaptability, and resilience
e) Work, Employment Relations, and Labour Studies
- Employment relations and labour–management dynamics
- Trade unions, collective bargaining, and employee participation
- Labour law, regulation, and employment policy
- Informal employment and emerging labour markets
- Employment systems in developing and emerging economies
f) Diversity, Equity, Inclusion, and Cross-Cultural Management
- Gender equality and workplace inclusion
- Workforce diversity management
- Disability, age, migrant, and marginalised workforce studies
- Equity, fairness, and justice in organisations
- Cross-cultural and comparative organisational studies
- Indigenous, local, and context-specific HR and management practices
g) Digitalisation, AI, and the Future of Work
- Digital HRM, e-HRM, and HR digital transformation
- Artificial intelligence in HR and organisational practices
- Remote, hybrid, and flexible work arrangements
- Platform work, gig economy, and non-standard employment
- Digital well-being, technostress, and surveillance at work
h) Performance Management, Rewards, and Compensation
- Performance appraisal and management systems
- Reward management and incentive design
- Pay equity and executive compensation
- Non-financial rewards, recognition, and motivation
- Aligning performance systems with organisational strategy
i) Employee Well-being, Health, and Sustainable Work
- Occupational health and safety
- Work–life balance
- Mental health, resilience, and psychosocial risks
- Sustainable HRM, green HRM, and socially responsible employment practices
- Decent work, social sustainability, and SDG-aligned HRM
j) Organisational Theory, Strategy, and Governance
- Organisational culture, structure, and design
- Corporate governance, accountability, and ethics
- Institutional theory, legitimacy, and stakeholder perspectives
- Organisational resilience and crisis management
- Human capital development and national competitiveness
k) Contextual, Comparative, and Global Perspectives
- International and comparative HRM
- Cross-cultural and comparative organisational studies
- HRM and organisational practices in developed and emerging economies
- Private, public, not-for-profit, social enterprises, and development-oriented organisations
- Indigenous, local, and context-specific HR, Organisational, and management practices
l) Emerging Areas
- Generational workforce studies and intergenerational dynamics in organisations
- Organisational and Workforce Agility
- Responsible HRM and Organisational Practices
- Human–AI Collaboration and Augmented Works
- Skills-Based Organisations and Post-Job Work Design
- Neuro-Organisational and Cognitive Perspectives on Work
- Collective Emotions, Social Movements, and Organising at Work
- Post-Human and Non-Human Perspectives on Organisations
- Sacred, Spiritual, and Transcendent Dimensions of Work
- Collapse, Failure, and Organisational Death
