International Journal of Human Resource Studies
https://macrothink.org/journal/index.php/ijhrs
International Journal of Human Resource Studies (IJHRS) is an internationally refereed journal published semiannually in February and August, published by Macrothink Institute, United States in collaboration with Human Resource Management Academic Research Society (HRMARS). The journal aims to promote the theory and practice of HRM, to provide an international forum for discussion and debate, and to stress the critical importance of people management to a wide range of economic, political and social concerns. IJHRS's focus lies in providing a critical link between high quality academic research and the practical implications for business practice. It has become essential reading for everyone involved in personnel, training and human resource management.<p class="MsoNormal" style="text-align: justify; line-height: 11.25pt;"><span><span style="font-size: 8.5pt; font-family: 'Verdana','sans-serif'; color: #111111;">We aim to post articles online within 3 weeks of acceptance. The journal accepts article submissions <a href="/journal/index.php/ijhrs/about/submissions#onlineSubmissions"><strong>online</strong></a> or by <a href="mailto:ijhrs@macrothink.org"><strong>e-mail</strong></a>. For any questions, please contact: <strong>ijhrs@macrothink.org</strong></span></span></p><p class="MsoNormal" style="text-align: justify; line-height: 11.25pt;"><span><span style="font-size: 8.5pt; font-family: 'Verdana','sans-serif'; color: #111111;"><strong><strong>IJHRS is included in:</strong><img src="/journal/public/site/images/ijhrs/ijhrs-cover1-web.jpg" alt=" " width="338" height="429" align="right" /></strong></span></span></p><ul><li><a href="https://www.arc.gov.au/sites/default/files/2022-%2007/ERA%202023%20Submission%20Journal%20List.xlsx">Australian Research Council (ERA Journal List 2023)</a></li><li><a href="https://www.econbiz.de/Record/international-journal-of-human-resource-studies-ijhrs/10009424355"><span lang="EN-US">ECONBIZ</span></a></li><li><a href="http://lhzbw.gbv.de/DB=1/FKT=1007/FRM=2162-3058/IMPLAND=Y/LNG=DU/LRSET=1/SET=1/SID=ee8cfddc-1/SRT=YOP/TTL=1/LNG=EN/NXT" target="_blank"><span lang="EN-US"><span lang="EN-US">ECONIS</span></span></a></li><li><a href="http://ezb.uni-regensburg.de/?2640834"><span lang="EN-US">EZB-Elektronische Zeitschriftenbibliothek</span></a></li><li>Global Impact Factor, Australia: <a href="http://globalimpactfactor.com/international-journal-of-human-resource-studies/">Impact Factor: 0.876</a></li><li><a href="http://journalseek.net/cgi-bin/journalseek/journalsearch.cgi?field=issn&query=2162-3058"><span lang="EN-US">Genamics JournalSeek</span></a></li><li><a href="https://scholar.google.com/citations?user=2I18wmoAAAAJ&hl=en" target="_blank">Google Scholar Citations</a></li><li><a href="https://hollis.harvard.edu/primo-explore/fulldisplay?docid=01HVD_ALMA512228691620003941&context=L&vid=HVD2&search_scope=everything&tab=everything&lang=en_US">Harvard Library</a></li><li><a href="http://www.infotrieve.com">Infotrieve</a></li><li><a href="http://www.journaltocs.ac.uk/index.php?action=browse&subAction=subjects&publisherID=209&journalID=25742&pageb=1&userQueryID=&sort=&local_page=1&sorType=&sorCol="><span lang="EN-US">JournalTOCs</span></a></li><li>LOCKSS</li><li><a href="https://sucupira.capes.gov.br/sucupira/public/consultas/coleta/veiculoPublicacaoQualis/listaConsultaGeralPeriodicos.jsf"><strong>Qualis Index: B</strong><span style="text-decoration: underline;"><strong>3</strong></span></a></li><li><a href="https://www.scilit.net/journal/584662"><span lang="EN-US">SciLit</span></a></li><li><a href="http://www.sherpa.ac.uk/romeo/search.php">Sherpa/Romeo</a> </li><li>Standard Periodical Directory</li><li><a href="https://www.tib.eu/en/search/id/TIBKAT%3A679523405/International-Journal-of-Human-Resource-Studies/" target="_blank">Technische Informationsbibliothek (TIB)</a></li><li><a href="http://www.worldcat.org/title/international-journal-of-human-resource-studies/oclc/740828383"><span lang="EN-US">WorldCat</span></a></li><li><a href="http://www.zbw.eu/en/">ZBW – German National Library of Economics</a></li></ul><div><strong>Areas include but are not limited to:</strong></div><ul><li>Human Resource Management</li><li>Human Resource Development</li><li>Management</li><li>Organizational Management</li><li>Learning and Development</li><li>Training and Development</li><li>Knowledge Management</li><li>Organizational Learning</li><li>Leadership and Team Management</li><li>Strategic HRM</li><li>Strategic Management</li><li>Performance Management</li><li>Compensation Management</li><li>Organizational Staffing</li><li>Employee Relations</li><li>Professional Development and relevant subjects.</li></ul><p>Authors are invited to <a href="/journal/index.php/ijhrs/about/submissions#onlineSubmissions">submit</a> complete unpublished and original works, which are not under review in any other journal.</p><p>This journal is published <strong>in online version</strong>. The <a href="/journal/index.php/ijhrs/issue/archive">online version</a> can be free access and download.</p>Macrothink Instituteen-USInternational Journal of Human Resource Studies2162-3058Submission of an article implies that the work described has not been published previously (except in the form of an abstract or as part of a published lecture or academic thesis), that it is not under consideration for publication elsewhere, that its publication is approved by all authors and tacitly or explicitly by the authorities responsible where the work was carried out. However, we accept submissions that have previously appeared on preprint servers (for example: arXiv, bioRxiv, Nature Precedings, Philica, Social Science Research Network, and Vixra); have previously been presented at conferences; or have previously appeared in other “non-journal” venues (for example: blogs or posters). Authors are responsible for updating the archived preprint with the journal reference (including DOI) and a link to the published articles on the appropriate journal website upon publication.Healing Loneliness Post-COVID-19: A Review of Multicultural Exploration of Cognitive Behavioural Therapy's Success in Western and Eastern Cultures
https://macrothink.org/journal/index.php/ijhrs/article/view/21564
<p class="1-body">The global COVID-19 pandemic threatened physical health and triggered a surge in loneliness, particularly post-outbreak in Western and Eastern societies. This study explores the psychological implications and societal impact of loneliness in the era of widespread lockdowns, social distancing, and the new norm, including work-from-home practices. Loneliness, a distressing sense of isolation, intensified during the pandemic due to genetic, cultural, and digital factors linked to adverse mental and physical health effects. The research highlights loneliness as a buffer against social pain or a correlate of illness, and findings associate loneliness with age, relationships, and behavior.</p><p class="1-body">Comparatively, Eastern societies experienced heightened loneliness, driven by a cultural emphasis on collectivism and face-to-face interactions. Innovative adaptations, such as virtual gatherings and online communities, helped mitigate the psychological impacts of social distancing. Both Eastern and Western societies relied on the digital landscape—virtual events, online communities, streaming services, and online gaming—to combat loneliness and foster connection. Understanding and addressing loneliness are vital for promoting mental well-being and resilience in the evolving global landscape.</p>Hsueh-Wen WangChristopher FongTripathi S
Copyright (c) 2023 Hsueh-Wen Wang
http://creativecommons.org/licenses/by/4.0
2023-12-272023-12-2714111210.5296/ijhrs.v14i1.21564A Conceptual Model of Nurse Retention Integrating Quality of Work Life and Human Resource Management: The Case of Jordan
https://macrothink.org/journal/index.php/ijhrs/article/view/21430
<p class="1-body">Worldwide, the health sector faces a major challenge in retaining its staff. In Jordan, both public and university hospitals struggle with high turnover among nursing staff, which ultimately affects their overall performance. This study aims to discuss an integrated conceptual model that is developed based on the impact of quality of nursing work life (QNWL) and human resource management (HRM) practices on nursing staff retention. The model is drawn using the socio-technical system (STS) and social exchange (SET) theories to support the significance of QNWL and nurse retention. In addition, HRM practices involving training, compensation, performance appraisal, and recruitment were used. This framework contributes to research by combining the perspectives of QNWL and HRM to understand employee retention comprehensively. The practical insights derived from this model can be used to improve nurse retention strategies in the Jordanian healthcare system and as a foundation for future empirical research.</p>Muna Bassam Abdel Rahman GharaibehZuraina binti Dato MansorRaja Nerina binti Raja Yusof
Copyright (c) 2023 Muna Bassam Gharaibeh
http://creativecommons.org/licenses/by/4.0
2024-02-212024-02-21141133010.5296/ijhrs.v14i1.21430Challenges and Implications of Implementing and Enforcing Minimum Wage Orders in Malaysia and Impacts towards Employee Motivation
https://macrothink.org/journal/index.php/ijhrs/article/view/21443
<p class="1-body">With an emphasis on the context of human resource management and employee motivation, this article examines the implementation and effects of minimum wage policies in Malaysia. This review of the literature looks at several research that look into the connections between minimum wage laws, employment, income disparity, and worker motivation. The results imply that, depending on variables including labor market conditions and sector-specific dynamics, minimum wage rules may have both favorable and unfavorable effects on employment. Furthermore, the impact on employee motivation is managed and the function of human resource management in guaranteeing adherence to minimum wage laws is examined. In order to motivate workers and improve organizational performance, the article emphasizes the significance of fair and competitive salaries. In order to fully comprehend the effects of minimum wage laws, it also highlights the necessity of efficient enforcement techniques as well as the inclusion of other elements like labor market institutions and collective bargaining. The study ends by urging more investigation to properly understand the intricate connection, specific to Malaysia, between minimum salaries, employee motivation, and organizational outcomes. Overall, this article sheds light on the significance of sustainable salaries and efficient HRM techniques in fostering employee engagement and business success within the framework of Malaysia's minimum wage laws.</p><p class="1-body"><strong>Keywords: </strong>human resource management, wage, motivation, employee, salary, incentive</p><p class="title1"> </p><p class="title1">1. Introduction</p><p class="1-body">There has been interest in the state of affairs regarding the enforcement and implementation of minimum wage orders in Malaysia. The Minimum Pay Order 2012 was gazette on July 16, 2012, and it imposed minimum wage rates on firms with more than five workers as of January 1, 2013, and on employers with five or less workers as of July 1, 2013. (Ibrahim and Said, 2015). It is noteworthy, therefore, that companies offering professional services that fall under the Malaysian Standard Classification of Occupation (MASCO) were left out of this arrangement. In order to guarantee that minimum wage rules are followed, enforcement tactics are essential. The task of selecting an effective enforcement strategy to establish and enforce the minimum wage is one that the government must tackle. Importantly, though, this directive did not apply to businesses that provided professional services as defined by the MASCO. The use of enforcement tactics is essential to guaranteeing that minimum wage regulations are followed. In order to successfully implement and enforce minimum wage legislation, the government must decide on an appropriate enforcement strategy (Basu et al., 2009). The success of minimum wage laws as a whole may depend on how well they are enforced. Research has indicated that minimum wages have the ability to reduce measured pay inequality by compressing salaries among high and low-paid workers (Bell, 1997). Further investigation is necessary to determine the precise effect of minimum wage regulations on wage inequality in Malaysia. It is important to remember that minimum wage laws may have different economic effects in underdeveloped nations than in industrialized ones. Because more workers are impacted by minimum wage in developing nations like Malaysia, it can have a more widespread effect (Lemos, 2009). More research would be necessary to fully comprehend the implications of minimum wage laws in the context of Malaysia's economy. As a result, Malaysia has continued to enact and enforce minimum wage orders. Minimum pay rates were established for several categories of employers by the Minimum Wage Order of 2012. When assessing the current state of affairs, it is crucial to take into account the efficiency of enforcement tactics as well as the influence minimum wage regulations have on income inequality. To completely comprehend the particular consequences of minimum wage laws in Malaysia, more research is required.</p>Irmohizam IbrahimNorhasni Zainal Abiddin
Copyright (c) 2023 Irmohizam Ibrahim, Norhasni Zainal Abiddin
http://creativecommons.org/licenses/by/4.0
2024-02-212024-02-21141314810.5296/ijhrs.v14i1.21443