Special Issue of International Journal of Human Resource Management : Well-being and HRM in the changing workplace

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               International Journal of Human Resource Management
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<ul><li><p>This article was downloaded by: [University of Birmingham]On: 13 November 2014, At: 13:21Publisher: RoutledgeInforma Ltd Registered in England and Wales Registered Number: 1072954 Registeredoffice: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK</p><p>The International Journal of HumanResource ManagementPublication details, including instructions for authors andsubscription information:http://www.tandfonline.com/loi/rijh20</p><p>Special Issue of International Journalof Human Resource Management:Well-being and HRM in the changingworkplaceGuest Editors Tina Kowalskia, Wendy Lorettoa &amp; Tom Redmanba University of Edinburgh Business School, Edinburgh, UKb Durham University Business School, Durham, UKPublished online: 21 Oct 2014.</p><p>To cite this article: Guest Editors Tina Kowalski, Wendy Loretto &amp; Tom Redman (2014):Special Issue of International Journal of Human Resource Management: Well-being and HRMin the changing workplace, The International Journal of Human Resource Management, DOI:10.1080/09585192.2014.969973</p><p>To link to this article: http://dx.doi.org/10.1080/09585192.2014.969973</p><p>PLEASE SCROLL DOWN FOR ARTICLE</p><p>Taylor &amp; Francis makes every effort to ensure the accuracy of all the information (theContent) contained in the publications on our platform. However, Taylor &amp; Francis,our agents, and our licensors make no representations or warranties whatsoever as tothe accuracy, completeness, or suitability for any purpose of the Content. Any opinionsand views expressed in this publication are the opinions and views of the authors,and are not the views of or endorsed by Taylor &amp; Francis. The accuracy of the Contentshould not be relied upon and should be independently verified with primary sourcesof information. Taylor and Francis shall not be liable for any losses, actions, claims,proceedings, demands, costs, expenses, damages, and other liabilities whatsoeveror howsoever caused arising directly or indirectly in connection with, in relation to orarising out of the use of the Content.</p><p>This article may be used for research, teaching, and private study purposes. Anysubstantial or systematic reproduction, redistribution, reselling, loan, sub-licensing,systematic supply, or distribution in any form to anyone is expressly forbidden. Terms &amp;</p><p>http://www.tandfonline.com/loi/rijh20http://www.tandfonline.com/action/showCitFormats?doi=10.1080/09585192.2014.969973http://dx.doi.org/10.1080/09585192.2014.969973</p></li><li><p>Conditions of access and use can be found at http://www.tandfonline.com/page/terms-and-conditions</p><p>Dow</p><p>nloa</p><p>ded </p><p>by [</p><p>Uni</p><p>vers</p><p>ity o</p><p>f B</p><p>irm</p><p>ingh</p><p>am] </p><p>at 1</p><p>3:21</p><p> 13 </p><p>Nov</p><p>embe</p><p>r 20</p><p>14 </p><p>http://www.tandfonline.com/page/terms-and-conditionshttp://www.tandfonline.com/page/terms-and-conditions</p></li><li><p>CALL FOR PAPERS</p><p>Special Issue of International Journal of Human ResourceManagement: Well-being and HRM in the changing workplace</p><p>Guest Editors</p><p>Tina Kowalskia*, Wendy Lorettoa,1 and Tom Redmanb,2</p><p>aUniversity of Edinburgh Business School, Edinburgh, UK; bDurham University Business School,Durham, UK</p><p>Background</p><p>Sustaining employee well-being is of increasing importance in many workplaces. There is</p><p>a developing literature base that suggests poor employee well-being has an adverse effect</p><p>on individuals (Loretto, Platt, &amp; Popham, 2009), organizations (Goetzel, Ozminkowski,</p><p>Sederer, &amp;Mark, 2002) and on nation states (Black, 2008; Organisation for Economic Co-</p><p>Operation and Development [OECD], 2013). Sustaining a healthy and productive</p><p>workforce is even more challenging given recent organizational and environmental</p><p>changes. Particularly prominent here are employees working in more austere working</p><p>environments in the post Global Financial Crisis workplace. In this fast changing, global</p><p>environment, work has become both more insecure (Hellgren, 2003) with increased</p><p>organizational downsizings (Kalimo, 2003), restructurings and flexibilization, such as the</p><p>rise of zero hours contracts, and intense with employees working increased working</p><p>weeks, often in worsening conditions, and for longer over the life course. Changing age</p><p>demographics in many countries have resulted in pension reforms and the abolition of</p><p>default retirement ages that extends the working lives of employees (Vickerstaff et al.,</p><p>2008). Flexibility in the geographical location of work has increased (Redman, Snape, &amp;</p><p>Ashurst, 2009), facilitated by advances in both communications and workplace</p><p>technologies. Such changes bring considerable implications for employee well-being</p><p>and this special issue is aimed at exploring three key sets of questions on the development</p><p>and sustainability of employee well-being in the contemporary workplace.</p><p>What is employee well-being and why does it still matter? Increasing diversity in the</p><p>way we experience work has implications for employee well-being. Longstanding</p><p>conceptual frameworks of well-being were forged in periods of more stable organizations</p><p>and work lives (e.g. Karasek &amp; Theorell, 1990) and the special issue will encourage papers</p><p>that advance theory building regarding well-being in the new work context.</p><p>How can we develop and sustain employee well-being in the changing workplace?</p><p>Sustaining well-being involves identifying both individual factors such as an</p><p>employees ability to cope with and flourish in the new organizational world (e.g. Lewis,</p><p>Donaldson-Feilder, &amp; Pangallo, 2011) and organizational interventions (e.g. Nielsen,</p><p>2013) to achieve this. The special issue will particularly encourage papers that report</p><p>research on innovative HRM practice in well-being.</p><p>q 2014 Taylor &amp; Francis</p><p>*Corresponding author. Email: tina.kowalski@ed.ac.uk</p><p>The International Journal of Human Resource Management, 2014</p><p>http://dx.doi.org/10.1080/09585192.2014.969973</p><p>Dow</p><p>nloa</p><p>ded </p><p>by [</p><p>Uni</p><p>vers</p><p>ity o</p><p>f B</p><p>irm</p><p>ingh</p><p>am] </p><p>at 1</p><p>3:21</p><p> 13 </p><p>Nov</p><p>embe</p><p>r 20</p><p>14 </p><p>mailto:tina.kowalski@ed.ac.ukmailto:tina.kowalski@ed.ac.ukhttp://dx.doi.org/10.1080/09585192.2014.969973</p></li><li><p>What are the challenges in sustaining employee well-being? Sustaining well-being in the</p><p>new workplace poses many old and some new challenges. There is still strong evidence of</p><p>stigma associated with some well-being issues in the workplace not least in the area of</p><p>mental health, stress and HIV. The special issue will encourage papers that examine</p><p>organizational efforts aimed at minimizing and dispelling well-being stigmas, and that</p><p>explore potential future trends in human resource management which set out to enhance</p><p>employeewell-being. Equally, an increasing focus of organizational effort is on the role of the</p><p>line manager as being responsible for employee well-being. However, at the same time we</p><p>have seen a growing literature on abusive, toxic narcissistic exploitive and destructive</p><p>leadership (e.g. Schyns&amp;Schilling, 2013) that has especially emergedwhenmanagers are put</p><p>under pressure in a performance obsessed organizational context. The special issue</p><p>encourages papers that link such managerial tyranny to the well-being debate.</p><p>In sum, we would argue that given the increasing importance of well-being in HRM</p><p>discourses at a time when its achievement in practice is especially difficult, it is</p><p>particularly timely to examine its changing nature.</p><p>Through our ESRC seminar series on sustaining employee well-being, and through</p><p>this special issue, we will seek to address existing research gaps, to contribute to and</p><p>advance existing theory, knowledge and practice, and to shape the direction of future</p><p>research in this field. In light of this, we invite conceptual, empirical and applied</p><p>submissions from a range of theoretical and methodological perspectives around the topics</p><p>listed below or which fit with the theme of the Special Issue more generally:</p><p>What is employee well-being and why does it matter?</p><p>. Conceptualizing well-being</p><p>. Why is employee well-being important, and who are the key stakeholders?</p><p>. Theory development in light of the changing workplace.</p><p>How can we develop and sustain employee well-being in the changing workplace?</p><p>. What are the factors affecting employee well-being in a changing workplace? Havefactors affecting well-being changed and in what ways?</p><p>. What are the implications for organizations, HR professionals and/or employees ofthe changing workplace (e.g. in terms of enhancing employee well-being, attracting</p><p>and retaining top talent/millennials, managing flexible/remote working)?</p><p>. The role of HRM in measuring and enhancing employee well-being</p><p>. The role of line managers in employee well-being</p><p>. Implications of organization structure and job design for employee well-being</p><p>. Impact of austerity on employee well-being and on organizational attitudes/interventions relating to well-being</p><p>. Contextual issues such as the ageing working population, austere workingenvironments, job insecurity and how these may impact HR practices?</p><p>. Sector/cultural/international differences in defining and understanding well-beingand of interventions/evaluation of interventions which focus on employee well-</p><p>being</p><p>. Role of national/international legislation and guidelines in informing HRpractice.</p><p>What are the challenges in sustaining employee well-being?</p><p>. The dark side of well-being examining abusive leadership, bullying, cyber-bullying, isolation, dispelling stigma around psychological well-being</p><p>Call for papers2</p><p>Dow</p><p>nloa</p><p>ded </p><p>by [</p><p>Uni</p><p>vers</p><p>ity o</p><p>f B</p><p>irm</p><p>ingh</p><p>am] </p><p>at 1</p><p>3:21</p><p> 13 </p><p>Nov</p><p>embe</p><p>r 20</p><p>14 </p></li><li><p>. Sector/industry constraints private/public/third sector; knowledge work/manufacturing</p><p>. Individual differences/personal characteristics</p><p>. Evaluation and audit of well-being interventions.</p><p>We welcome papers exploring both micro and macro aspects of employee well-being</p><p>and HRM, and which have individual, unit or multi-level research designs. Papers that can</p><p>offer practical implications for HR practice and/or organization design are encouraged.</p><p>This list of topics is by no means exhaustive and authors are encouraged to contact the</p><p>guest editors to discuss the potential fit of their paper with the Special Issue.</p><p>Submission guidelines</p><p>Manuscripts should be submitted online using the International Journal of Human</p><p>Resource Management ScholarOne Manuscripts site (http://mc.manuscriptcentral.com/</p><p>rijh) by 31 October 2015.</p><p>New users should first create an account. Once a user is logged onto the site</p><p>submissions should be made via the Author Centre.</p><p>Authors should prepare and upload two versions of their manuscript. One should be a</p><p>complete text, while in the second all document information identifying the author should</p><p>be removed from files to allow them to be sent anonymously to referees. When uploading</p><p>files authors will then be able to define the non-anonymous version as Complete</p><p>Document with author information, and the anonymous version as Main document</p><p>without author information.</p><p>To submit your manuscript to the Special Issue on TITLE choose the title of the</p><p>Special Issue from the Manuscript Type list when you come to submit your paper. Also,</p><p>when you come to the Details and Comments page, answer yes to the question Is this</p><p>manuscript a candidate for a special issue and insert the title in the text field provided.</p><p>Notes</p><p>1. Email: wendy.loretto@ed.ac.uk2. Email: tom. redman@durham.ac.uk</p><p>References</p><p>Black, C. (2008). Working for a healthier tomorrow: Dame Carol Blacks review of the health ofBritains working age population. London: The Stationery Office.</p><p>Goetzel, R. Z., Ozminkowski, R. J., Sederer, L. I., &amp; Mark, T. L. (2002). The business case forquality mental health services: Why employers should care about the mental health and well-being of their employees. Journal of Occupational and Environmental Medicine, 44, 320330.</p><p>Hellgren, J. (2003). Does job insecurity lead to impaired well-being or vice versa? Estimation ofcross-lagged effects using latent variable modelling. Journal of Organizational Behavior, 24,215236.</p><p>Kalimo, R. (2003). The effects of past and anticipated future downsizing on survivor well-being: Anequity perspective. Journal of Occupational Health Psychology, 8, 91109.</p><p>Karasek, R., &amp; Theorell, T. (1990). Healthy work: Stress, productivity, and the reconstruction ofworking life. New York, NY: Basic Books.</p><p>Lewis, R., Donaldson-Feilder, E., &amp; Pangallo, A. (2011). Developing resilience. CIPD. Retrievedfrom http://www.cipd.co.uk/hr-resources/research/developing-resilience.aspx</p><p>Loretto, W., Platt, S., &amp; Popham, F. (2009). Workplace change and employee mental health: Resultsfrom a longitudinal study. British Journal of Management, 21, 526540.</p><p>The International Journal of Human Resource Management 3</p><p>Dow</p><p>nloa</p><p>ded </p><p>by [</p><p>Uni</p><p>vers</p><p>ity o</p><p>f B</p><p>irm</p><p>ingh</p><p>am] </p><p>at 1</p><p>3:21</p><p> 13 </p><p>Nov</p><p>embe</p><p>r 20</p><p>14 </p><p>http://mc.manuscriptcentral.com/rijhhttp://mc.manuscriptcentral.com/rijhmailto:wendy.loretto@ed.ac.ukmailto:wendy.loretto@ed.ac.ukmailto:tom. redman@durham.ac.ukmailto:tom. redman@durham.ac.ukhttp://www.cipd.co.uk/hr-resources/research/developing-resilience.aspx</p></li><li><p>Nielsen, K. (2013). Review article: How can we make organizational interventions work?Employees and line managers as actively crafting interventions. Human Relations, 66,10291050.</p><p>Organisation for Economic Co-Operation and Development. (2013). Hows life? 2013: Measuringwell-being. Paris: OECD Publishing.</p><p>Redman, T., Snape, E., &amp; Ashurst, C. (2009). Location, location, location: Does place of work reallymatter? British Journal of Management, 20, 171181.</p><p>Schyns, B., &amp; Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis ofdestructive leadership and its outcomes. Leadership Quarterly, 24, 138158.</p><p>Vickerstaff, L., Loretto, W., Billings, J., Brown, P., Mitton, L., Parkin, T., &amp; White, P. (2008).Encouraging labour market activity among 6064 year olds (Research Report No. 531).London: DWP.</p><p>Call for papers4</p><p>Dow</p><p>nloa</p><p>ded </p><p>by [</p><p>Uni</p><p>vers</p><p>ity o</p><p>f B</p><p>irm</p><p>ingh</p><p>am] </p><p>at 1</p><p>3:21</p><p> 13 </p><p>Nov</p><p>embe</p><p>r 20</p><p>14 </p><p>BackgroundSubmission guidelinesNotes</p></li></ul>