Evidence-based HRM: Volume 1 Issue 1


A Global Forum for Empirical Scholarship

Table of contents

Evidence‐based HRM: a scholarship perspective with a difference

Thomas Lange

The purpose of this paper is to provide an introduction to the new journal, its inspirations, scope and ambitions.

Does worker loyalty pay? Evidence from transition economies

Susan Linz, Linda Good, Michael Busch

Does worker loyalty benefit workers? This paper aims to address this question.

The bonus as hygiene factor: the role of reward systems in the high performance organization

André de Waal, Paul Jansen

The ongoing debate about the effects of bonuses on managers’ performance and the role of reward systems in organizations has still not led to a unanimous conclusion among…

The gender gap in top corporate jobs in China : Evidence from an establishment‐manager matched survey

Lin Xiu

This study aims to examine the gender pay gap in organizational leadership positions in China. The author seeks to analyse how much of the gap is explained by differences…

Invest in the best or compensate the weak?: An empirical analysis of the heterogeneity of a firm's provision of human capital

Samuel Muehlemann, Romy Braendli, Stefan C. Wolter

The paper aims to test whether a firm's provision of training depends on the intake quality of trainees. While a firm may just treat each trainee equally, independent of…

What drives organisational engagement?: A case study on trust, justice perceptions and withdrawal attitudes

Sanna Malinen, Sarah Wright, Peter Cammock

Past research has found meaningful differences between job and organisational engagement. However, research to date has mainly focused on job engagement, whereas the…

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  • Prof Thomas Lange