Research in Human Resource Management

ISSN: 1531-281X (print); 2638-0919 (online)

Series Mission Statement
Research in Human Resource Management is an annual series designed to advance theory, research, and practice in Human Resource Management (HRM), and the related fields of Organizational Behavior, Industrial and Organizational Psychology, and Research Methods. The overall goal of the series is to publish articles that (a) improve the effectiveness of HRM processes and practices, (b) improve HRM theory, (d) provide critical reviews of HRM theory and research, ( e) enhance the methods used in HRM research, and (e) increase the degree to which individuals have satisfying and fulfilling careers in organizations. Each volume contains articles that are consistent with these goals.

Articles in the series may focus on such specific topics as: Recruitment, Selection, Training, Performance Management, HR Strategy, eHRM, Compensation, Job Attitudes, Job Design, Motivation, Leadership, Groups/Teams, Stress, Employee-Employer Relations, and will consider one major topic per issue. Publication decisions are made based on the evaluations of two subject matter experts and the Action Editor.

Call for Chapter Proposals

It has been many decades since Human Resource Management was first looked at through a strategic lens (Schuler and Jackson, 1987). Since then Strategic Human Resource Management has received considerable attention from scholars and practitioners (see, for example, Wright and Snell, 1998; Greer, 2001; Lengnick-Hall, Lengnick-Hall, Andrade, and Drake, 2009; Jackson, Schuler, and Jiang, 2014). Around the same time as the strategic focus began on the functional area of human resource management, scholars started to look at sub-functions, such as compensation, strategically (Balkin and Gomez-Mejia, 1987; Gomez-Mejia and Welborne, 1988, Balkin and Gomez-Mejia, 1990). This new perspective on compensation also received considerable attention from scholars and practitioners (see, for example, Gomez-Mejia and Balkin, 1992; Gerhart and Rynes, 2003; Martocchio, 2020). Although benefits are approximately 30% of total labor costs, interestingly, there has been very little focus on the strategic aspects of benefits until very recently. We hope this volume of Research in Human Resource Management helps stimulate research and interest in this important area.

Theme of the Special Issue:
This volume of Research in Human Resource Management welcomes high-quality research that aids the understanding of the strategic implications of employee benefits. Articles may be theoretical or empirical, but all should enhance our understanding of employee benefits using a strategy lens. Although a number of recent articles have explored the topic of strategic benefits (e.g., Balkin and Werner, 2023; Werner and Balkin, 2021; Murray and Dulebohn, 2021; Mitra and Shaw, 2021; Fulmer, Chen, and Li, 2021; Banks and Witt, 2021; Afonso, Franco-Santo, and Gomez-Mejia, 2021) many questions remain. We invite manuscripts that address, but are not restricted to, the following questions:

• How do employee benefits relate to organizational strategies and organizational outcomes?
• How do specific employee benefits relate to strategically important individual employee behaviors?
• Are there specific strategic benefit profiles, patterns, portfolios, or systems and how do they relate to internal and external environmental factors?
• Do different specific benefits attract different strategically important potential employees?
• How do specific benefit strategies fit within HR strategies and fit with other functional, business, and corporate strategies?
• What do benefits strategies signal to employees and what are the consequences of these signals?
• How does the composition of the workforce affect benefits strategies and their outcomes?
• How can the administrative decisions of benefits be incorporated into a strategic framework?
• What are the important aspects of the implementation of strategic benefits?
• What are the current trends in strategic benefits?
• How can benefits shape an organization’s identity, culture, and reputation?
• Are their specific organizational case examples that show the potential strategic effect of benefits?

Authors can submit proposals between now and October 31, 2023 to the Issue Editor, Steve Werner at Proposals should detail the content and contributions of the full article. Proposals should be double-spaced and include no more than five pages of text. References, tables, and appendices do not count against this page limit. Please do not send complete papers, although you may note in the proposal that you have a draft. If you have questions about a potential submission, please contact Steve Werner via Full papers will be double blind reviewed by at least 2 peer reviewers.

Proposals Due: October 31, 2023
Final Decisions on Proposals communicated by: December 1, 2023
Full draft of paper due: August 31, 2024
Feedback to authors on full paper: November 14, 2024
Final paper submission due: February 1, 2025

Editorial Advisory Board
Herman Aguinis, George Washington University. Michelle M. Arthur, University of New Mexico. Derek Avery, University of Houston. David Balkin, University of Colorado Boulder. Lizabeth A. Barclay, Oakland University. Janet L. Barnes?Farrell, University of Connecticut. Talya Bauer, Portland State University. Stephanie Black, University of Texas at San Antonio. Donna Blancero, Bentley University. William H. Bommer, California State University, Fresno. John Boudreau, University of Southern California. James Breaugh, University of Missouri ? Saint Louis. Julio Canedo, University of Houston ? Downtown. Georgia Chao, University of South Florida. Jeanette Cleveland, Colorado State University. Adrienne Colella, Tulane University. Cary Cooper, University of Manchester. Petru Curseu, Babes?Bolyai University. Diana Deadrick, Old Dominion University. George F. Dreher, Indiana University. Sandy Fisher, FH Munster (University of Applied Science). Julia Fulmore, University of Dallas. Antonio L. Garcia?Izquierdo, University of Oviedo. Stephen Gilliland, Claremont Graduate University. Rodger Griffeth, Ohio University. Jamie Gruman, University of Guelph. Teresa Harrison, University of the Incarnate Word. Mikki Hebl, Rice University. Julia Hoch, California State University, Northridge. Linda Isenhour, Eastern Michigan University. Richard Johnson, Washington State University. Dianna Krueger, Tarleton State University. Gary Latham, University of Toronto. Chenwie Liao, Michigan State University. Robert Liden, University of Illinois at Chicago. Elizabeth Muniz, University of North Texas at Dallas. Kevin Murphy, Colorado State University. Stella Nkomo, University of Pretoria. Miguel Olivas?Lujan, Clarion University and Monterrey Tech. Ramona L. Paetzold, Texas A&M University. Shaun Pichler, California State University-Fullerton. Mark Roehling, Michigan State University. Patrick J. Rosopa, Clemson University. Alan Saks, University of Toronto at Scarborough. Terri Scandura, University of Miami. Rene Schalk, Tilburg University. John Schaubroeck, University of Missouri. Lynn Shore, Colorado State University. Eugene Stone?Romero, University of New Mexico. Stefan Strohmeier, Saarland University. Shay Tzafrir, University of Haifa. Paul Thurston, Siena College. Sandra Wayne, University of Illinois at Chicago. J. Lee Whittington, University of Dallas.

Peer Review Policy
This research series uses a double blind peer review process. All manuscripts are assessed by the editor to determine suitability for the research series. Manuscripts are then sent to two peer subject matter experts to assess their merits and scientific quality. The double blind review process means that the reviewers do not know the names of authors, and authors do not know the names of reviewers. review process. Publication decisions are based on evaluations by the subject matter experts and the Action Editor. The Editor is responsible for the final decision regarding acceptance or rejection of articles.