This is a scoping review of literature on human resource management (HRM) and management practice that impacts on workers with physical, mental health and intellectual disabilities, employed or entering paid employment. The aim is to illuminate the use of HRM practices, managerial attitudes and employee outcomes in the disability literature. The methodological research framework commenced with seven databases and was supported with evidenced‐based literature to find three main themes. Themes highlight the management and employer support for workers with disabilities, discrimination and attitudes towards employment of this cohort of workers, and performance and employment outcomes. As governments around the world seek to reduce welfare costs and increase the employment of people with disabilities this paper is timely. Overall, the paper contributes to a dearth of literature on the management of people with disabilities at the workplace to unpack the key barriers, challenges and trends, and develop a comprehensive research agenda.

a b s t r a c tThe view that university graduates should be equipped with work-readiness skills has become increasingly normalised in university graduate capabilities designs. The framework of this study is established around an Australian university's graduate capabilities. This exploratory case study aims to contribute to a graduate-centred understanding of work-readiness. A qualitative methodology was used to map students' perceptions and evaluations of their skill development in criteria referenced graduate capabilities and construct a representation of skill development in graduate capabilities from entry to exit. The more problematic areas of skill development and competence in graduate capabilities were in the higher order skills of inquiry/research, creativity and problem solving and collaborative teamwork. Student respondents appeared to have most difficulty in relating the relevance of inquiry/research to work contexts. This study illustrates the need for university educators and curriculum designers to proactively intervene and develop effective learning activities for individual learners and to regularly monitor and review progression towards desired employability skills from entry to exit. Graduates risk criticism from employers if they leave university with underdeveloped skills on exit from university and for the purpose of transference to employability skills.

AimTo provide insights into how workplace violence has an impact on nurses and to inform human resource management about developing comprehensive strategies to manage and mitigate violence.DesignA systematic review of the literature to appraise contemporary studies, source data and synthesize findings for human resource management to implement practices to mitigate violence against nurses in the healthcare sector.Data SourcesSearches were conducted using ProQuest, Business Source Complete (EBSCO), Emerald Insight, PsycINFO (ProQuest), ScienceDirect, and Google Scholar. Our search was delimited to refereed journal articles and government reports over the last 15 years from 2004–2019 and included a total of 71 articles.Review MethodsThe research team systematically reviewed each article and relative reports, eliminating any not considered relevant to nurses. This systematic review is associated with and reflects contemporary issues around nurses, violence, and human resource management practice.ResultsIn the studies we found high incidents of violence against nurses in the workplace. However, human resource management fundamentally services as an administrator, managing compliance and does not do enough to methodically mitigate and manage acts of violence in the workplace and its effects on nurses’ mental health.ConclusionsThis systematic review contributes to the literature on violence in health care and proposes that human resource management must explore and implement practices towards mitigating violence against nurses.ImpactThis systematic review will influence how human resource management currently manages violence against nurses and the increasing number of persons requiring health care due to the ageing population and decline in the number of nurses. It will also have an impact on action research to engage in a cycle of continuous improvement that supports eliminating violence against nurses (and all others) in the healthcare sector.

This study examines how HRM practices enhance and/or impede the employment, participation, and wellbeing of workers with intellectual disabilities in three hotels located in Australia. The research employs a case study methodology, including interviews with three HR managers, three department managers, 17 workers with intellectual disabilities, and focus groups of 16 supervisors and 24 work colleagues. We employ social exchange theory and theory on social climate to explore the social inclusion of workers with an intellectual disability. The research found that the opportunities to participate in work are driven primarily by developing a social climate that enables social cohesion through the altruistic motives of managers/supervisors and reciprocal relationships. Our findings lend support for the importance of both formal and informal HR practices, such as inclusive recruitment and selection, mentoring, and training and development, as well as individualised day-today support provided by supervisors and colleagues, to improve the participation and wellbeing of workers with an intellectual disability. Our study adds to the limited body of knowledge on the relationship between social exchange and HRM practices, particularly related to workers with disability.

There is growing interest in the role of strategic human resource management (SHRM) in managing employees and supporting their capacity for innovation in high-tech firms. In this paper, using dynamic capabilities theory we examine the role of SHRM in supporting open innovation (OI) performance of employees in four US multinational technology firms. We introduce OI mindset as a new concept that is critical for organisations engaging in OI and conceptualise it as consisting of values, attitudes, and beliefs that capture an individual's openness towards knowledge sourcing and sharing inside and outside organisational boundaries. We examine the mediating role of OI mindset on the relationship between SHRM and OI performance. Our results confirm three hypotheses and that OI mindset mediates the relationship between SHRM and OI performance. These findings demonstrate the utility of OI mindset and the important role of SHRM in predicting OI performance. We draw implications for theory and HR practice in the Asia-Pacific region.