Journal of Organizational Effectiveness: People and Performance: Volume 1 Issue 2


Human Resource Management

Table of contents

From HRM practices to the practice of HRM: setting a research agenda

Ingmar Björkman, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale, Jennie Sumelius

The purpose of this paper is to develop an “HRM-as-practice” research agenda. The authors suggest that the HRM-performance literature would benefit from an actor-centric…

Employee engagement: a sceptical analysis

David Guest

The purpose of this paper is to review the debates and evidence about employee engagement to assess its prospects of becoming a mainstream part of management activity in…

Work and organisation engagement: aligning research and practice

Elaine Farndale, Susanne E. Beijer, Marc J.P.M. Van Veldhoven, Clare Kelliher, Veronica Hope-Hailey

To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the…

People management rationales and organizational effectiveness : The case of organizational trust repair

Sabina Siebert, Graeme Martin

–The purpose of this paper is to contribute to the debate over people management rationales and how they relate to organizational effectiveness.

Mapping the contours of fairness: The impact of unfairness and leadership (in)action on job satisfaction, turnover intention and employer advocacy

Lilian Otaye, Wilson Wong

The purpose of this paper is to explore the contours of fairness by showing how different facets of fairness impact three important employee outcomes (job satisfaction…

Leaveism and public sector reform: will the practice continue?

Ian Hesketh, Cary L. Cooper, Jonathan Ivy

The purpose of this paper is to examine and report how the construct of “Well-being” is being recognised within the public services. Using research conducted in a northern…

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  • Prof Graeme Martin