Aims & Scope

 Aim

Journal of Idealistic Human Resources advocates for all parts of practice and study that investigate issues of individual, group, and organizational learning and performance. Journal of Idealistic Human Resources is committed to challenging the boundary between practice and theory, between practitioner and academic, and between traditional and experimental methodological approaches by embracing this viewpoint.

Journal of Idealistic Human Resources is s dedicated to a wide understanding of 'organization,' one that ranges from self-managed teams, volunteer work, or family businesses to global corporations and bureaucracies. Journal of Idealistic Human Resources also committed to researching organizational development and life-long learning for individuals and their collectivity (organization), strategy, and policy from all around the world. Journal of Idealistic Human Resources will thereby become a prominent platform for discussion and investigation of the interdisciplinary area of human resource development.

Articles should make a substantive contribution to theory development on contemporary issues, incorporate rigorous use of theory and research, and offer well-founded conclusions with practical implications. Authors are encouraged to avoid the inherent biases of cross-sectional or single-source data, however, where such an approach can be justified through an appropriate research model or the potential for a novel theoretical contribution, such empirical studies will be considered provided sufficient steps have been taken to limit any potential bias. Only articles that have contributions will be published.

 Scope

JIHR invites researchers to contribute ideas on the main scope related to currently developing human resource management issues, including important issues related to HRD research and/or practice, cross-cultural HRM professionalization, training issues and career development.

Scopes realted to: Future Trends in HRM and the World of Work, Strategic HRM, International HRM, Employment Relations, Workers’ Voice and Representation, Labour Disputes and Resolutions, Employment Law, HRM and Technology, including the impact of Artificial Intelligence, Diversity and Inclusion, Talent Management and Leadership, Careers and Global Work, Rewards and Performance Management, Organizational Change and its implications on HRM, Organizational Culture, Responsible and Sustainable HRM, People Analytics, New Ways of Working.