International Journal of Human Resources Development and Management

This journal also publishes Open Access articles

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Editor in Chief: Dr. M.A. Dorgham
ISSN online: 1741-5160
ISSN print: 1465-6612
4 issues per year
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IJHRDM covers all issues that arise when dealing with the most important of all resources - the human resource. This includes issues that are related to their growth and development as a tool in the workplace (e.g. skill training and proficiency enhancement) and in managing them effectively as a resource. The workplace is defined very broadly - it could be in a manufacturing setting or in a service setting in a changing and dynamic global environment.


 Topics covered include

  • Policy initiatives
  • Worker rights, benefits and responsibilities
  • Employee-management relations
  • Strategic planning and allocation
  • Education and training
  • Recruitment and work practices
  • Professional development and leadership
  • Cultural, cross-cultural and gender issues
  • Role of the unions andtheir impact on organisational productivity and worker satisfaction
  • Worker employability and transferability of skills
  • Wage and incentive aspects of employment
  • Worker retirement issues
  • Impact of technology on human resources practices
  • Employees as a source of innovation and creation

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To enrich the quality of human life at work by serving as a forum for exchanging experiences and disseminating information in human resources development and management originating in diverse disciplines such as engineering, business and commerce, politics, health and biological sciences, law enforcement and defence, management, and education, among others.

To establish and develop channels of communication between policy makers, researchers, practitioners, and other professionals working in human resources development and management in manufacturing and service sectors.

To provide a forum for exchange of human resources development and management initiatives and practices in different countries and cultures of the world, recognising that enriching the quality of human life is not the exclusive preserve of one country or culture, and that every country and culture could benefit from the experiences of other countries and cultures.


IJHRDM is intended to be a resource to those interested in the growth and management of human resources. This includes, but is not limited to, managers, engineers, policy makers and planners, legal experts, union leaders, researchers, practitioners, consultants, business leaders and employers, educators, and recruiters in manufacturing and service enterprises. The nature of the topic is such that readership will be global.


IJHRDM will publish original work advancing theoretical constructs (including concepts, models, algorithms, methods, etc.), field and laboratory based experimental evaluations of such theoretical constructs and policy initiatives, case studies, state-of-the-art reviews, commentaries on policies, meeting and conference reports, book reviews and notes, and other significant news relevant to the discipline. From time-to-time, IJHRDM will devote special issues to pressing roblems in human resources development and management.



Browse issues

Vol. 18
Vol. 17
Vol. 16
Vol. 15
Vol. 14
Vol. 13


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 IJHRDM is indexed in:


 IJHRDM is listed in:


    Editor in Chief

  • Dorgham, M.A., International Centre for Technology and Management, UK

Associate Editors

  • Chew, Rosalind, Nanyang Technological University, Singapore
  • Chew, Soon Beng, Nanyang Technological University, Singapore
  • Guettel, Wolfgang H., Johannes Kepler University Linz, Austria
  • Jolly, Dominique, CERAM Sophia Antipolis, France
  • Laßleben, Hermann, Hochschule Reutlingen, Germany
  • Streumer, Jan N., Rotterdam University of Applied Sciences/Edutec, Netherlands

Editorial Board Members

  • Asfour, Shihab S., University of Miami, USA
  • Buechtemann, Christoph F., International Centre for Research on Innovation and Society, USA
  • Carnoy, Martin, Stanford University, USA
  • Compton, Robert-Leigh, University of Newcastle, Australia
  • Corpakis, Dimitri, European Commission, Belgium
  • Dryden, Robert D., Portland State University, USA
  • Fatehi, Kamal, Kennesaw State University, USA
  • Herstatt, Cornelius, Technische Universität Hamburg-Harburg (TUHH), Germany
  • Jain, Ravi, University of the Pacific, USA
  • Ko, Jyh-Jer Roger, National Taiwan University, Taiwan
  • Monden, Yasuhiro, University of Tsukuba, Japan
  • Plosila, Walter H., Technology Partnership Practice, USA
  • Price, Andrew D. F., Loughborough University, UK
  • Rice, Valerie, US Army Medical Department Center and School, USA
  • Saxena, S.K., Directorate General Factory Advice Service & Labor Institutes, India
  • Shelton, Stephen, University of New Mexico, USA
  • Teltumbde, Anand, Petronet India Limited, India
  • Tyson, Shaun, Cranfield University, UK
  • Welpe, Isabell, Ludwig-Maximilians-Universität, Germany
  • Yamada, Yoshiyasu, Tokyo University of Science, Japan
  • Yearout, Robert, University of North Carolina, USA


A few essentials for publishing in this journal


  • Submitted articles should not have been previously published or be currently under consideration for publication elsewhere.
  • Conference papers may only be submitted if the paper has been completely re-written (more details available here) and the author has cleared any necessary permissions with the copyright owner if it has been previously copyrighted.
  • All our articles go through a double-blind review process.
  • All authors must declare they have read and agreed to the content of the submitted article. A full statement of our Ethical Guidelines for Authors (PDF) is available.
  • There are no charges for publishing with Inderscience, unless you require your article to be Open Access (OA). You can find more information on OA here.


Submission process


All articles for this journal must be submitted using our online submissions system.

Submit here.



Journal news

  • Through the glass ceiling


    Over the last thirty years or so the term “glass ceiling” has come to symbolise the barriers faced by women in attempting to make upward progress in their careers.

    Now, a UK team has demonstrated that where women break through the glass ceiling, whether in the corporate, academic or other areas, mentoring has played an important role for them. However, they point out that mentoring is no panacea and that other strategies aimed at reducing gender inequities in the workplace must also be put in place. In the twentieth century, feminist socio-political activism fostered the movement of women into education and the workforce [...]

    More details...