IJHRM after 30 years: taking stock in times of COVID-19 and looking towards the future of HR research

Abstract

In this paper, we take stock of what The International Journal of Human Resource Management (IJHRM) has achieved in the past 30 years since its inception in 1990. By analyzing the publication trends indicated by keywords, we find that research published in IJHRM has shifted from a collective focus with institutional implications towards more individual concerns with organizational implications with relevance to HRM practices. We present research theme and approaches that distinguish IJHRM from other HRM journals, and offer suggestions of what we see as some of the important issues for future research that will take us beyond the current trajectory of HRM studies.

Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach

“… Reward active employees Offer additional benefits to compensate employees instead of reducing employee payments, and try to give more benefits to employees. How we deal with employees in these critical situations will make them remember that when they needed the organization the most, how we helped them 4 , 14 , 26 Ensure that policies are implemented equally to all remote and in-office workers 32 , 34 Providing innovative fun activities for the employees Virtual communication with employees such as an entertainment club (photography, study, and cooking club.). Create a campaign called: "Let's do it together" in which employees share stories about how to spend time in quarantine, how to help with daily chores.…”

“…(2) What factors can have a positive and not so positive effect on your health? (3) What factors can contribute to the health of the team/unit/employer 12 , 26 ? Strengthening cohesion and sharing experiences The COVID-19 pandemic has created stress and common frustration in the world.…”

“…Offer additional benefits to compensate employees instead of reducing employee payments, and try to give more benefits to employees. How we deal with employees in these critical situations will make them remember that when they needed the organization the most, how we helped them 4 , 14 , 26 …”

“…(2) What factors can have a positive and not so positive effect on your health? (3) What factors can contribute to the health of the team/unit/employer 12 , 26 ?…”

A meta‐review of 10 years of green human resource management: is Green HRM headed towards a roadblock or a revitalisation?

“…In the high‐road ‘revitalisation’ scenario, businesses may see the pandemic and its implications as a driver towards renewal and reinvigoration of their ‘Green’ objectives. As Cooke, Dickmann and Parry (2021, 11) rightly comment in regard to organisational viewpoints, ‘global challenges beyond the current pandemic will not disappear and we note a strong interest in sustainable HRM, including issues of “green HRM”’. It may be that environmentalism, and therefore Green HRM, see a resurgence in importance among world communities in the post‐pandemic period.…”