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. 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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>