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September
Vol. 13 No. 3 (2024) -
June
Vol. 13 No. 2 (2024) -
March
Vol. 13 No. 1 (2024) -
December
Vol. 12 No. 4 (2023) -
June
Vol. 12 No. 2 (2023) -
March
Vol. 12 No. 1 (2023) -
December
Vol. 11 No. 4 (2022) -
September
Vol. 11 No. 3 (2022) -
June
Vol. 11 No. 2 (2022) -
March
Vol. 11 No. 1 (2022) -
December
Vol. 10 No. 4 (2021) -
June
Vol. 10 No. 2 (2021) -
March
Vol. 10 No. 1 (2021) -
June
Vol. 9 No. 2 (2020) -
March
Vol. 9 No. 1 (2020) -
December
Vol. 8 No. 4 (2019) -
September
Vol. 8 No. 3 (2019) -
June - Special Issue Quality of public finance
Vol. 8 No. 2 (2019) -
March
Vol. 8 No. 1 (2019) -
December - Special Issue Gambling Economics and Management
Vol. 7 No. 4 (2018) -
September
Vol. 7 No. 3 (2018) -
June
Vol. 7 No. 2 (2018) -
March
Vol. 7 No. 1 (2018) -
December
Vol. 6 No. 4 (2017) -
September
Vol. 6 No. 3 (2017) -
June
Vol. 6 No. 2 (2017) -
March
Vol. 6 No. 1 (2017) -
December - Special Issue Selected papers from 2nd AMEF (May 2016)
Vol. 5 No. 4 (2016) -
September
Vol. 5 No. 3 (2016) -
June
Vol. 5 No. 2 (2016) -
March
Vol. 5 No. 1 (2016) -
December - Special Issue Debt and Sustainability
Vol. 4 No. 4 (2015) -
September - Special Issue Energy demand forecasting
Vol. 4 No. 3 (2015) -
June
Vol. 4 No. 2 (2015) -
March
Vol. 4 No. 1 (2015) -
December - Special Issue Advances in Regional Forecasting
Vol. 3 No. 4 (2014) -
September - Special Issue Inequality and the Great Recession
Vol. 3 No. 3 (2014) -
June - Special Issue: The Economics of Cultural Industries
Vol. 3 No. 2 (2014) -
March - Special Issue: Modelling Issues in Applied Efficiency Analysis
Vol. 3 No. 1 (2014) -
December - Special Issue: Economic Utility of Employee-Linked Activities and Behaviors
Vol. 1 No. 4 (2012)On the conceptual level, human resource research has progressed remarkably in recent decades. In regard to employee behavior in the workplace, it has focused on patterns that are both functional and dysfunctional. In respect to human resource management programs and interventions, there is similarly a wealth of solid literature on how to conduct activities such as staffing, training, performance appraisal and so forth. Since the outcomes of these strategies are so crucial to the economic viability of the companies planning to utilize them, it is not surprising that much of the research has focused on the analysis of their effectiveness. Yet, the efficacy of these methods is left largely unearthed. In fact, much less attention has been devoted to the assessment of the net real post-tax financial benefits of these intervention strategies than to their operational validity (i.e., effectiveness).
This is particularly surprising in view of the fact that cost-benefit analysis is routinely employed to assess economic utility in other areas of management.
The goal of this Special Issue is to cast light on innovative work in the field of the economic assessment of employee organizational behaviors and HRM strategies and activities.
Aharon Tziner (Special Issue Editor in charge)