Journal Guide

Human Performance is a respected forum for behavioral scientists interested in variables that motivate and promote high-level human performance, particularly in occupational settings. The journal seeks to identify and stimulate more relevant research, communication, and theory concerning human capabilities and effectiveness. It serves as a valuable intellectual link between such disciplines as industrial-organizational psychology, individual differences, work physiology, environmental medicine and safety, human resource management, and human factors. Publication office: Taylor & Francis, Inc., 325 Chestnut Street, Suite 800, Philadelphia, PA 19106.

Human Resource Development International promotes all aspects of practice and research that explore issues of individual, group and organisational learning and performance. In adopting this perspective Human Resource Development International is committed to questioning the divide between practice and theory; between the practitioner and the academic; and between traditional and experimental methodological approaches. 

Human Resource Development International  is committed to a wide understanding of 'organisation' - one that extends through self-managed teams, voluntary work, or family businesses to global enterprises and bureaucracies. Human Resource Development International also commits itself to exploring the development of organisations and the life-long learning of people and their collectivity (organisation), their strategy and their policy, from all parts of the world. In this way Human Resource Development International  will become a leading forum for debate and exploration of the interdisciplinary field of human resource development.

Human Resource Development Quarterly (HRDQ) is the first scholarly journal focused directly on the evolving field of human resource development (HRD). It provides a central focus for research on human resource development issues as well as the means for disseminating such research. HRDQ recognizes the interdisciplinary nature of the HRD field and brings together relevant research from the related fields, such as economics, education, management, sociology, and psychology. It provides an important link in the application of theory and research to HRD practice. HRDQ publishes scholarly work that addresses the theoretical foundations of HRD, HRD research, and evaluation of HRD interventions and contexts.

Covering the broad spectrum of contemporary human resource management, this journal provides practicing managers and academics with the latest concepts, tools, and information for effective problem solving and decision making in this field. Broad in scope, it explores issues of societal, organizational, and individual relevance. Journal articles discuss new theories, new techniques, case studies, models, and research trends of particular significance to practicing managers.

Human Resource Management International Digest scans through the best 400 management journals in the world and distil the most topical human resource management issues and relevant implications for HR personnel out of the cutting-edge research.

The Human Resource Management Review is a quarterly theory journal devoted to the publication of scholarly conceptual/theoretical1 articles pertaining to human resource management and allied fields (e.g. organizational behavior, industrial/organizational psychology, labor relations). Quantitative meta-analytical reviews that make a conceptual/theoretical contribution are also appropriate. It focuses on issues of function and process, preferably addressed at the micro (i.e., individual and group) level. However, the Review will also consider papers at the macro (organizational and societal) level of analysis. Its purpose is to provide a forum for ideas that will stimulate and lead to empirical research, as well as for the critical examination of existing concepts, models, and frameworks. As such, The Review does not publish reports of empirical investigations or articles written primarily for practicing managers.Subject areas considered appropriate include, but are not limited to, personnel selection, compensation, performance appraisal, attraction and retention, training and development, human resource applications of computer technology, and human resource planning.1HRMR does not normally consider empirical papers that test hypotheses or use data analyses to inductively examine ideas. Moreover, in its quest to foster the development of general theories and models, HRMR does not normally consider individual papers that deal with a single occupation or industry or cases of these entities. Submission of such papers will be rejected as outside the scope of the journal.Benefits to authorsWe also provide many author benefits, such as free PDFs, a liberal copyright policy, special discounts on Elsevier publications and much more. Please click here for more information on our author services.Please see our Guide for Authors for information on article submission. If you require any further information or help, please visit our support pages: http://support.elsevier.com