RESEARCH AND PRACTICE
IN HUMAN RESOURCE MANAGEMENT

Editorial

The previous Special Issue of the Research and Practice in Human Resource Management journal included a range of academic papers which focused on the theme of the 11th World Human Resources Congress in Singapore– ‘Empowering Human Capital’– and was well received by the almost two thousand delegates who participated. It was an excellent opportunity to showcase the research findings of a range of regional scholars, and we expect that this global exposure of the journal will result in a significant increase in interest in the journal.

We are grateful for the continuing support of the Singapore Human Resources Institute (SHRI) for the journal, especially Madam Ho, Mr. David Ang and his staff.

We are also pleased to report that the journal is now fully accredited by the following scholarly directories, as detailed on our website page (http://rphrm.curtin.edu.au/quality/directories.html).

For RPHRM to be included in these directories and the Google search engine, it was required to demonstrate it has quality control components including Editors, a respected Editorial Board and a Peer Review system. The aim of these directories is to ‘increase the visibility and ease of use of open access scientific and scholarly journals thereby promoting their increased usage and impact’ (http://www.doaj.org/articles/about).

We are currently seeking recognition by ISI Web of Knowledge. Our website (http://rphrm.curtin.edu.au) is receiving a continuing significant increase in both ‘hits’ and ‘visits’. In June 2006, RPHRM received a total 15,201 visits (i.e., 506 visitors per day and 120,000 visitors in a year) from 131 countries. In addition, and in line with our aim to appeal to both regional academics and human resource professionals, this Issue introduces a new and exciting feature of the journal titled Practitioner Perspective which is intended to encourage HR professionals to provide case studies, practical solutions and suggestions without the usual rigorous presentation expectations, which will broaden the RPHRM focus and readership.

Whilst the Special Issue was concerned with the macrosocietal aspects of human resource management (HRM), the articles in this Issue focus on the multiple ‘stakeholders’ who determine or significantly influence the choice and effectiveness of human resource management strategies and functions in particular organisations. They also reflect the diversity of the journal’s growing audience, with contributions from authors in France, Australia, New Zealand, Hong Kong, the United States, Egypt, and India.

Thus, Poilpot-Rocaboy explores the phenomenon of ‘workplace bullying’, and its ramifications for HRM policies and practices, through the analytical lens of a ‘psychological harassment’ model. The following article, by Nelson, Tonks and Weymouth, utilises both quantitative and qualitative research methods to examine the relevance of the notion of the ‘psychological contract’ within the global context of workforce casualisation.

Geare, Edgar, and Deng provide a salutary assessment of the divergence between managerial and employee conceptualisations of the HRM function, arguing for a ‘multi-constituency approach’ to the evaluation of the efficacy of human resource management. This pursuit of the better management of institutional human resources is expressed in the article by Wei, who reflects on the individual and organisational factors which determine the ‘horizontal’ and ‘vertical’ fit between organisational and HRM strategies.

The final academic article in this Issue, by Knight and Elsaid, explores the concept of ‘optimism’, as perceived by both individuals and work groups, in association with organisational performance, and in relation to recruitment practices in domestic and global organisations.

The inaugural Practitioner Perspective in this Issue, ‘Cultural Intelligence: Put it (High) on the Asian HRM Agenda’, is provided by an eminent Australian academic, Professor Bruce Stening, from the Australian National University (ANU). It challenges accepted views about the convergence of managerial practices, suggesting that an appreciation of ‘cultural intelligence’ and divergent approaches may be crucial to success in the global marketplace.

We hope that you will enjoy reading the articles included in this Issue of the journal.

Alan Nankervis
Cecil Pearson
December 2006