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HRPS People & Strategy Journal 37.4: Organizational Health and Wellness (January 2015)
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Call for Papers
“Organizational Health and Wellness”
A special issue of the P&S journal exploring current trends, their sustainability,
and the evolving relationships between organizational health and wellness
 and outcomes at the organizational, group, or individual levels

Theme of the Upcoming Issue

The untrained ear may hear the term “Organizational Health and Wellness” and consider it a homogeneous area, perhaps making a mental association with EAPs and work-time for meditation, among others.

Belying their aural similarity, however, “organizational health” and “organizational wellness” have distinct emphases as disciplines, and grew from different traditions. Organizational health typically emphasizes an organization’s ability to function effectively as an outcome—i.e., to succeed in competitive markets and to recognize human factors and dynamics important concomitants. (In some definitions, people outcomes are on equal footing with financial and operational outcomes.)

In contrast, organizational wellness typically emphasizes how well an organization supports employee well-being (i.e., reduced stress levels and a concern for the personal health of its people) and recognizes operational effectiveness and financial return to the organization as an important concomitant. In some descriptions, the wellness benefits are “monetized” as benefits to sell organizations on why they should care.

Each tradition typically attracts professionals from different disciplines and with different training. For example, organizational psychologists, consultants, and specialists gravitate to organizational health, while occupational psychologists, therapists, and professionals from other disciplines gravitate to wellness.

These distinctions notwithstanding, the interdependency of organizational capability, success, and the state of its people is undeniable. For our special People & Strategy edition focusing on “Organizational Health and Wellness,” we seek papers addressing organizational health and/or organizational wellness, and its/their relationship to outcomes at the organizational, group, or individual level(s). Editorial preference will be accorded to evidence-based papers, including empirical findings in either category. 

Our Audience
The typical People & Strategy reader is an internal human resource executive or consultant seeking actionable and practical advice based in sound research. Our reader wants to be challenged by new models, approaches, and ideas. Our readers are experienced, knowledgeable and work in and for a variety of organizations across the globe. They turn to People & Strategy for clear, actionable, and thought-provoking articles on current topics.

Types of Submissions
Articles can take a number of forms, including frameworks for understanding and taking action on a topic, presentation of research findings with interpretation, case studies illustrating best practices, or essays advocating new ways of thinking about an issue.

Articles from consultants are especially interesting when they are written collaboratively with practitioners from a client company. We are also interested in book reviews. Please do not submit literature reviews or purely theoretical pieces.
Submissions will be reviewed by members of the journal’s editorial review board. Criteria for evaluation include: significance of the contribution to the field of human resource management; usefulness of knowledge; fact-based stories; timeliness of content; originality; provocative nature of the content; quality of the data supporting the points; logic; international focus; and level of writing. Reviewers’ comments will be sent to authors.

The first step is to submit an one‐page proposal and the author’s bio by August 15 (see timetable below). If accepted, we will then guide you on development of your article.
Writing Style and Guidelines
Articles can range from 2,000 to 2,500 words. Perspectives articles range from 700 to 500 words. Book reviews should be 500 words. See example of former issues articles here.

We are looking for articles that have the following attributes:
  • Strategic importance: Has a link to business decisions and doesn’t rehash well-known information; should be the type of article an HR reader might pass on to a business executive to educate him or her about a concept, provide the basis for a discussion or influence thinking
  • Impact: Has practical use for the HR executive reader, as well as a business reader; for example, does not just present research findings but also discusses applications  
  • Actionable: Focuses on solutions, not just descriptions of issues 
  • Grounded: Based on research, theory (with examples), or proven practice to provide a “proof of concept,” not just armchair observation; provides frameworks that can be applied in a variety of situations 
  • Point of view: Makes a case for thinking about a topic differently 
  • Readable: Nonacademic prose; active verbs and minimal jargon

About People & Strategy
People & Strategy is a professional journal published quarterly by HRPS. The journal is sent electronically to more than 2,000 members of HRPS and is available for sale through affiliated organizations and to the public.

Our authors are academics, management consultants, practitioners and business executives who are thought leaders from a range of fields. Our articles are grounded in theory and research but are written in a straightforward manner to provide our readers with the frameworks to make better decisions in executing the strategy of their organizations.
Publication Timetable and Submission Information
All proposals should be sent electronically to the editor at: (No hardcopy submissions will be accepted.)

Please designate in your email that this submission is for the Winter 2015 Issue—Organizational Health and Wellness. Please indicate if your article is based on any prior publication or is also currently submitted to another publication for consideration.

August 15, 2014
Proposals due: Submit a one-page overview of article concept and author’s bio.

September 1, 2014
We will provide feedback and direction on your concept.

October 3, 2014
Articles due: Submit a well-written draft ready to be edited.

November 7, 2015
We will indicate if the article is accepted, and, if so, what revisions are needed; if your article is accepted we will work closely with you to shape and revise it during September.

All articles are in edited final form by mid-November.

The editors for this special issue of People & Strategy include:
Anna Tavis, Executive Editor, People & Strategy journal
Steve Hanks, Associate Editor, People & Strategy journal

Guest Editor:
Michael Bazigos, Global Head of Product Development, Data Analytics and Research Organizational Health Solutions, McKinsey & Co.; Adjunct Associate Professor of Psychology and Education, Teachers College, Columbia University

Review Process
Contributions will be reviewed by a committee, and each paper will get at least three independent reviews, based on criteria including relevance, clarity, soundness and power of the arguments, generality of results/claims, and novelty. Papers will be accepted based on this criteria and space availability. Accepted papers will be published in an attributable form in the Winter 2015 edition of People & Strategy.

Copyright Policy
Here is the link to HRPS Copyright Policy.

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