Editorial
| Date | 04 December 2017 |
| Published date | 04 December 2017 |
| DOI | https://doi.org/10.1108/EBHRM-08-2017-0047 |
| Pages | 246-247 |
| Author | Fabian Homberg |
| Subject Matter | HR & organizational behaviour,Global HRM |
Editorial
1. Developments in human resource management and organizational
behaviour –introduction to the special issue
1.1 Introduction
Generating insights into the various dimensions of “human resource management and
organisational behaviour”gains evermore importance, given the challenges firms face these
days. Changing workforce dynamics, technological advancements and new business models
require managers to think carefully about how to maintain a stable, motivated, engaged and
proactive workforce that contributes to the success of the organisation and helps navigate
the organisation through turbulent times.
The articles gathered in this special issue on “Developments in human resource
management and organizational behaviour”aim to address the aforementioned issues from
various vantage points. I thus hope that the EBHRM readership will find them of interest.
Most submissions featured in this special issue were sourced from the “Strategic Interest
Group (SIG) on Organizational Behaviour”at the European Academy of Management
(EURAM) where earlier versions have been presented at EURAM conferences in 2015, 2016
and 2017 and where EBHRM regularly sponsors a SIG Best Paper Award. The works
included in this special issue are excellent examples of the wonderful, creative and
insightful work conducted on a regular basis by the many contributors to the OB SIG at
EURAM and the EBHRM editorial team would welcome further submissions from this
community of scholars.
2. Contributions to the special issue
The issue commences with Yalabik, Rayton and Rapti’s study on “Facets of job satisfaction
and work engagem ent”–a timeless topic in the field of HRM and OB. Focussing on bank
employees and analysing cross-lagged data, the authors enhance our understanding of the
relationship between various domains of job satisfaction and work engagement.
Next, Mostafa studies the role positive affect and psychological empowerment play in
their interrelation with job satisfaction and work stress. This work features thought through
theoretical arguments and high quality longitudinal data that are thoughtfully analysed
using structural equation modelling techniques.
Chandler, Balazs and Kasa then accompany a major Hungarian business school through
a long-term, cultural change process. This interesting analysis has wider relevance, not least
since changes in the higher education sector take place in many countries.
Turning our attention to the domain of HRM, Galanaki and Papalexandris study
demographic changes in Greece. Based on a replication of the Globe Survey in Greece and
focussing on ideal leadership behaviours, the authors explore the changing nature of the
workforce and try to derive lessons for leadership development.
Peluso, Innocenti and Pilati dive into the effects of different types of rewards and their
effects on job satisfaction, innovative behaviour and affective commitment. Using a large
data set collected in Italy, they challenge the view of money as the ultimate driver of desired
employee attitudes and behaviours.
The article by Costello and Offong focusses on a topic that is likely to gain more
relevance in the future: the use of social media for HRM practices. Specifically, the authors
study the relation of enterprise social media use on various knowledge sharing behaviours
and trust in a sample of Nigerian employees.
Evidence-based HRM: a Global
Forum for Empirical Scholarship
Vol. 5 No. 3, 2017
pp. 246-247
© Emerald PublishingLimited
2049-3983
DOI 10.1108/EBHRM-08-2017-0047
246
EBHRM
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