Forthcoming articles


International Journal of Environment, Workplace and Employment


These articles have been peer-reviewed and accepted for publication in IJEWE, but are pending final changes, are not yet published and may not appear here in their final order of publication until they are assigned to issues. Therefore, the content conforms to our standards but the presentation (e.g. typesetting and proof-reading) is not necessarily up to the Inderscience standard. Additionally, titles, authors, abstracts and keywords may change before publication. Articles will not be published until the final proofs are validated by their authors.


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International Journal of Environment, Workplace and Employment (2 papers in press)


Regular Issues


  • Environmental satisfaction at work of university administrative staff and integration of the university in the town   Order a copy of this article
    by Eva Moffat, Dalel Bouzid, Liliane Rioux 
    Abstract: The aim of our study is to evaluate the satisfaction of university staff with their work environment as a function of relationships of the university with its host town. The ESET (a scale of satisfaction with the work environment) was administered to 342 administrative staff working in three French universities. When compared with data collected from an inventory assessing the universitys role in the local community, our results, while needing to be qualified, show that staff show greater satisfaction with their work environment when the university is less integrated in the town.
    Keywords: Environmental satisfaction; occupational psychology; environmental psychology; university staff; integration in the town.

  • Driving Employee Performance through Talent Management   Order a copy of this article
    by Shilpa Wadhwa, Rashmi Tripathi 
    Abstract: This research paper attempts to explore the link between managing key talent & its impact on employee performance of Indian banking sector. We were specifically interested in understanding which talent management practices are prevalent in selected banks in India and how do they influence employees performance? In spite of a large number of researches on the relationship between Talent Management practices & Employee Performance, there appears to be a gap, concerning the study of the role of these talent management practices in enhancing employee performance. The purpose of this study is to bridge this gap by deeply investigating this phenomenon through relevant literature, shedding more light into talent management practices prevalent in selected commercial banks in India & their relationship with employee performance & providing suggestions to banks so that the banks may use the best of talent management practices to make their employees perform well on the job. The paper opted for a research study using relevant literature present on the topic & conducted an open-ended approach including 10 depth interviews with bank managers & a survey of approximately 600 bank employees comprising both public & private sector banks operating in haryana (India). The study covers six selected commercial banks in all, taking three from public sector namely SBI, PNB and OBC and three from the private sector, HDFC, ICICI and Axis Bank. It is hoped that this study will help the banks to understand the importance of different parameters of talent management practices in order to tap the best employees for better performance. We hypothesized that all the talent management practices significantly enhance the employee performance in both public and private sector banks. The results of the analysis of variance signify that the F- statistic value is 226.311 and is significant at the p<0.001. The coefficient of determination (R-squared) is found to be 0.676, i.e, 67.6%, which is above the minimum criterion of 30% (Hair et al. 2007). The standardized regression coefficients of each of the respective independent variables are compared with each other, due to their standardized nature. The latent construct Compensation Management (B=0.423437, SE=0.0251, t-value=16.80972,p<0.001) tend to have more impact towards Employee Performance followed by Training and Development (B= 0.23, SE=0.024, t-value=9.609, p<0.001) and Performance Management (B= 0.22, SE=0.035, t-value=6.35,p<0.001).
    Keywords: Talent Management practices; Employee Performance; Public & Private sector banks.