No. 31-4, November 2021
Index
- A liminal lens on integrating refugees into the workplace: Conceptualising a theoretical model
- Blending mindfulness practices and character strengths increases employee well‐being: A second‐order meta‐analysis and a follow‐up field experiment
- COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform
- From crafting what you do to building resilience for career commitment in the gig economy
- Generational categories: A broken basis for human resource management research and practice
- How symbolic human resource function actions affect the implementation of high‐performance work practices: The mediating effect of influence on strategic decision‐making
- HRM and the COVID‐19 pandemic: How can we stop making a bad situation worse?
- Identification with management and the organisation as key mechanisms in explaining employee reactions to talent status
- Imagining the newcomer–supervisor relationship: Future relational self in the workplace
- Issue Information
- Leading through paradox in a COVID‐19 world: Human resources comes of age
- Putting the system back into training and firm performance research: A review and research agenda
- Refugee employment support: The HRM–CSR nexus and stakeholder co‐dependency
- Star performers, unit performance and unit turnover: A constructive replication
- Studying mutuality and perversity in the impacts of human resource management on societal well‐being: Advancing a pluralist agenda
- The interaction between gender and informal social networks: An East Asian perspective