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Research trends in human resource management. A text-mining-based literature review

International Journal of Manpower

ISSN : 0143-7720

Article publication date: 26 April 2022

Issue publication date: 14 March 2023

The purpose of the study was to detect trends in human resource management (HRM) research presented in journals during the 2000–2020 timeframe. The research question is: How are the interests of researchers changing in the field of HRM and which topics have gained popularity in recent years?

Design/methodology/approach

The approach adopted in this study was designed to overcome all the limitations specific to the systematic literature reviews and bibliometric studies presented in the Introduction. The full texts of papers were analyzed. The text-mining tools detected first clusters and then trends, moreover, which limited the impact of a researcher's bias. The approach applied is consistent with the general rules of systematic literature reviews.

The article makes a threefold contribution to academic knowledge. First, it uses modern methodology to gather and synthesize HRM research topics. The proposed approach was designed to allow early detection of nascent, non-obvious trends in research, which will help researchers address topics of high value for both theory and practice. Second, the results of our study highlight shifts in focus in HRM over the past 19 years. Third, the article suggests further directions of research.

Research limitations/implications

In this study, the approach designed to overcome the limitations of using systematic literature review was presented. The analysis was done on the basis of the full text of the articles and the categories were discovered directly from the articles rather than predetermined. The study's findings may, however, potentially be limited by the following issues. First, the eligibility criteria included only papers indexed in the Scopus and WoS database and excluded conference proceedings, book chapters, and non-English papers. Second, only full-text articles were included in the study, which could narrow down the research area. As a consequence, important information regarding the research presented in the excluded documents is potentially lost. Third, most of the papers in our database were published in the International Journal of Human Resource Management, and therefore such trends as “challenges for international HRM” can be considered significant (long-lasting). Another – the fourth – limitation of the study is the lack of estimation of the proportion between searches in HRM journals and articles published in other journals. Future research may overcome the above-presented limitations. Although the authors used valuable techniques such as TF-IDF and HDBSCAN, the fifth limitation is that, after trends were discovered, it was necessary to evaluate and interpret them. That could have induced researchers' bias even if – as in this study – researchers from different areas of experience were involved. Finally, this study covers the 2000–2020 timeframe. Since HRM is a rapidly developing field, in a few years from now academics will probably begin to move into exciting new research areas. As a consequence, it might be worthwhile conducting similar analyses to those presented in this study and compare their results.

Originality/value

The present study provides an analysis of HRM journals with the aim of establishing trends in HRM research. It makes contributions to the field by providing a more comprehensive and objective review than analyses resulting from systematic literature reviews. It fills the gap in literature studies on HRM with a novel research approach – a methodology based on full-text mining and a big data toolset. As a consequence, this study can be considered as providing an adequate reflection of all the articles published in journals strictly devoted to HRM issues and which may serve as an important source of reference for both researchers and practitioners. This study can help them identify the core journals focused on HRM research as well as topics which are of particular interest and importance.

• Human resource management
• Text-mining

Piwowar-Sulej, K. , Wawak, S. , Tyrańska, M. , Zakrzewska, M. , Jarosz, S. and Sołtysik, M. (2023), "Research trends in human resource management. A text-mining-based literature review", International Journal of Manpower , Vol. 44 No. 1, pp. 176-196. https://doi.org/10.1108/IJM-03-2021-0183

Emerald Publishing Limited

Copyright © 2022, Katarzyna Piwowar-Sulej, Sławomir Wawak, Małgorzata Tyrańska, Małgorzata Zakrzewska, Szymon Jarosz and Mariusz Sołtysik

Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

1. Introduction

The human resource (HR) function has evolved over the years from serving a purely administrative role into one that is more strategic in character. Today it is believed that the mission of human resource management (HRM) is to support the organization in achieving its objectives by developing and implementing HR strategies that are integrated with a company's business strategy, promote staff development, foster a positive employment relationship, promote an ethical approach to people management, and care about the environment (social and natural) ( Ehnert, 2009 ; Braga et al. , 2021 ).

In practice, HRM means providing continuous solutions to a wide array of problems occurring in employee-employer, line worker-manager, and employee-employee relations and also in contacts with, e.g. trade unions. Human behaviors, feelings and attitudes are determined both by the personal characteristics of individuals and by the impact of the environment. The shape of HRM is significantly influenced by such factors as, e.g. the demographic and technological transformations ( Greiling, 2011 ; Silva and Lima, 2018 ), and globalization ( Gerhart and Fang, 2005 ).

HRM has evolved as a professional and academic discipline in parallel with both planned shifts in global considerations and unplanned phenomena such as, e.g. epidemics. For researchers it is crucial to identify, define, explain, and help practitioners understand the key factors which have an impact on HRM. Another of the researchers' roles is to formulate practical guidelines on how to manage people in different circumstances and outline areas of future research. HRM thrives on the contributions made in other fields that it assimilates and applies in practice. It unscrupulously builds on theoretical developments made earlier in related disciplines ( Boxall et al. , 2009 ). Finally, the researcher endeavors to provide an overview, comparisons, analyses and syntheses of previously published findings ( Paul and Criado, 2020 ).

The theme of trends in HRM has been addressed in numerous publications (e.g. Cooper et al. , 2020 ; Madera et al. , 2017 ). Their authors have employed various approaches to identify such phenomena, including systematic literature reviews. Articles offering a traditional overview provide a quantity-oriented (i.e. meta-analytical, systematic) approach together with descriptive or qualitative elements. Jointly, they develop a theoretical background, highlight irregularities in existing findings, integrate the findings of a wide variety of publications and in general provide other researchers with an up-to-date understanding of the discipline, frequently prepared by leading specialists ( Palmatier et al. , 2018 ). In most cases, the documents selected for analysis were based on titles, keywords and abstracts only. Unfortunately, they contain only around 8% of all research findings ( Blake, 2010 ). In order to gain a deeper insight into such a body of knowledge authors have often turned to the by-hand review method (e.g. Cooper et al. , 2020 ).

Conventional systematic by-hand literature reviews are sometimes characterized by errors in article selection, possible simplifications and potentially incomplete and not universal results (subjective, impressionistic descriptions), In response to these shortcomings, in recent years a number of new alternatives have emerged. One new approach that has attracted increasing attention is bibliometric studies. This method applies dedicated IT tools to gauge trends in articles. They examine academic material from both an objective and qualitative perspective for the purposes of identifying, organizing, and analyzing information in a specific research field ( Capobianco-Uriarte et al. , 2019 ). As far as trends in HRM are concerned, Markoulli et al. (2017) presented a summary of previously published traditional and narrative reviews and on its basis created a science map and defined clusters based on keyword co-occurrence analysis and the VOSviewer software tool.

Bibliometric analyses can be treated as a platform for writing an entire article or can be used only as preparation for the groundwork for further in-depth content analysis and qualitative descriptions. In turn, a text mining toolset can help identify research trends and select papers which are in line with a particular trend. Moreover, a full-text analysis of publications using a text mining toolset enables researchers to obtain higher-quality results than when using only keywords, such as in the case of VOSviewer analyses ( Kobayashi et al. , 2018 ). As a consequence we decided that it was worth adopting a methodology based on full-text mining and a big data toolset in order to identify trends in HRM research. We believe that big data and analytics help not only companies function but also researchers in a highly data-driven world ( Kobayashi et al. , 2018 ).

The purpose of the study was to detect trends in HRM research presented in journals during the 2000–2020 timeframe. The following research question was asked: how are the interests of researchers changing in the field of HRM and which topics have gained in popularity in recent years?

The paper is organized as follows. In the second section we describe the HRM research trends identified in previous studies. Here the focus is on the context in which authors were operating when analyzing HRM issues. The third section is devoted to the research method employed for the purpose of this study. Then we present the results and discussion. The article ends with conclusions, including limitations and areas of future research.

The article makes a threefold contribution to academic knowledge. First, it uses modern methodology to gather and synthesize HRM research topics. The proposed approach was designed to allow early detection of nascent, non-obvious trends in research, which will help researchers address topics of high value for both theory and practice. Second, the results of our study highlight shifts in focus in HRM over the past 20 years. Third, the article suggests further directions of research.

2. Trends in the HRM research identified in previous studies

In their search for HRM research trends authors of this study firstly used the Scopus database and a search strategy based on such terms as: trends in human resource management/HRM, trends in research on human resource management/HRM, human resource management/HRM trends, intellectual structure of human resource management/HRM. The searching process covered titles, abstracts and keywords and was limited to articles written in English. The search produced 37 documents. Then the authors also searched for additional articles in Google Scholar.

Most of the articles were devoted to the trends identified in HR practices in companies (e.g. Dubravska and Solankova, 2015 ). One of such trends is HRM digitalization ( Ashbaugh and Miranda, 2002 ). Table 1 presents a list of HRM trends identified in the research (related to academic work) conducted by different authors.

It can be concluded from the above that researchers employed different approaches to defining and identifying these trends. Research trends may be associated with research topics (e.g. Özlen, 2014 ), research methods (e.g. Pietersen, 2018 ) and the general characteristics of the academic domain (e.g. Sanders and De Cieri, 2020 ). Although a number of authors have provided traditional literature reviews of trends in HRM, Chae et al. (2020) , for example, focused only on the local (Korean) research trends and used only keyword analyses. Others focused on a specific sector ( Cooper et al. , 2020 ), industry ( Madera et al. , 2017 ) or region ( Wood and Bischoff, 2020 ). There are also articles that outline the evolution of research in particular journals (e.g. Pietersen, 2018 ). Others address specific problems, such as international HRM (e.g. Sanders and De Cieri, 2020 ) or green HRM ( Yong et al. , 2020 ). The most visible trends identified in previous studies and associated with research topics were strategic HRM, HR performance and employment/industrial relations. The first topic was addressed in eight works while the remaining was the subject of five publications.

3. Material and methods

The approach adopted in this study was designed to overcome all the limitations specific to the systematic literature reviews and bibliometric studies as presented in the Introduction. The full texts of papers were analyzed. The approach applied is consistent with the general rules of systematic literature reviews ( Tranfield et al. , 2003 ) and consists of several steps, which are presented in Figure 1 .

3.1 Selection of journals

Thousands of articles covering HRM can be found on both Scopus and the Web of Science. For the sake of the present analysis, it was necessary to define inclusion criteria in the meta-analysis.

The main topic of the journal was related to HRM,

The journals were indexed in Scopus and WoS,

The journals have a high SNIP index value (the limit value is set at 1 - status for 2020; full values are presented in Table 2 ),

Full versions of the article were available,

The articles were published in the years 2000–2020.

A total of 8 journals met the above criteria ( Table 2 ). The full texts of the papers were downloaded from academic databases. No duplicates were found. Only research papers were included, while editorials, calls for papers, errata and book reviews were excluded.

All the metadata were removed from the papers. The titles and abstracts often contain catchwords designed to increase readership. As a consequence, only the texts of papers minus their titles, keywords, abstracts and references were analyzed in this study. Additional bibliographic information that could be useful in the analytical process was downloaded from the Crossref database. Each paper was converted into a text file and then into a bag-of-words model for the needs of automatic analysis using computer algorithms. The algorithms were created using Python libraries, such as grobid, nltk, scikit-learn, hdbscan, and scipy ( Pedregosa et al. , 2011 ).

3.2 Search for the most important terms

w i j – result for term i in document j ,

t f i j – number of occurrences of i in j ,

d f i – number of documents containing i ,

N – number of documents in the corpus (set of documents).

The TF-IDF method is not a mathematical model. It requires extensive computation, cannot be used to discover synonyms and ignores multiple meanings of words ( Zhang et al. , 2011 ). However, in the case of research papers, these problems have a minimal impact due to the more precise language used by researchers.

3.3 Identification of thematic groups (clusters)

The TF-IDF model presents each paper as a multidimensional vector. The number of dimensions is equal to the number of keywords used in the analysis. In the next step, all the vectors were compared to each other, which led to the discovery of clusters.

As mentioned in section 3.2 , the TF-IDF model does not analyse synonyms and ignores multiple meanings of words and phrases. In scholarly texts, it is rarely a problem. Even in HRM, where the number of synonyms can be perceived as higher than in other areas of management, the impact on the results should be negligible.

There are two main approaches to clustering: partitioning and hierarchical clustering. The former can be applied when all the corpus elements must be included in one of the groups. This induces data noise, as not even similar elements have to be included. The latter allows some elements to remain outside the clusters. The clusters become much more homogenous. This constitutes a better approach when it comes to identifying trends. Multiple hierarchical clustering methods are available, e.g. meanshift, DBSCAN, Optics and HDBSCAN (Hierarchical Density-Based Spatial Clustering of Applications with Noise) ( McInnes et al. , 2017 ). HDBSCAN is characterized by the least number of limitations. It takes each paper (vector) and checks at what distance it can find similar publications. Then it compares the results, and the densest areas are detected as clusters. Unlike some other methods, the clusters lack permanent density or a fixed number of elements. The only parameter that the researcher needs to establish is the minimum cluster size. The best value can be determined through a series of experiments.

In the present study, the authors carried out a set of experiments using different minimum cluster sizes. The highest value detected was 20. Lower values lead to a much higher number of clusters. Moreover, general phrases not directly related to HRM played a significant role in the discovery of these clusters. With the minimum cluster size set to values greater than 20, the number of clusters was significantly lower. That led to general results based on the most popular phrases only.

The entire sample was divided into groups of papers published in 5-year overlapping periods starting with 2000–2004 and ending with 2016–2020. Each paper was assigned to all the groups into which it fitted. Cluster analysis was performed for every group separately, and the results were used to identify trends.

Cluster analysis was performed on each group separately, and the results were used to discover trends. Approximately 30 clusters on average were identified for each five-year period. However, for a trend to be identified at least two similar clusters had to be discovered in successive periods Therefore, many unrelated clusters were excluded by the algorithm. Such behaviour is expected, as it removes noise from data. Usually, only one-third of clusters meet the conditions to form trends.

The number of papers published in each year is presented in Figure 2 . A slight decrease in the number of articles can be observed compared to 2018–19, which may have been a result of the Covid-19 pandemic.

3.4 Identification of trends

Long-lasting trends that existed and evolved during the studied period,

Declining trends which came to an end during the studied period,

Emerging trends which began during the studied period,

Ephemeris trends that began and ended during the studied period.

3.5 Interpretation of trends

The results delivered by the algorithm must be checked through further studies. The algorithm can detect mergers or splits in trends. We decided, however, that the final decision should be left to researchers. At this stage, trends should also be named, interpreted and described. The interpretation phase should help highlight changes within trends and try to predict their future evolution.

4. Results and discussion

The analyses, performed by researchers using automatic algorithms and further verification, led to the discovery of 42 trends presented in Table 3 . These trends are ordered according to the year of their first occurrence and their duration. It is worth emphasizing that the year in which a trend was observed does not indicate that the idea behind it emerged at the same time. Rather, it shows when a subject began to increase in popularity among researchers. Furthermore, the number of identified trends is much higher than the results from previous studies presented in Section 2.1 Table 4 .

The use of tracking revealed the evolution of clusters, and made it possible to identify trends. The analysis led to the discovery of the types of trends presented in Section 3.4. Of the 42 trends, 4 were long-lasting, 5 declining, 17 emerging and 16 ephemeris in character. One possible fact to note is that “strategic HRM”, which was a prevailing trend in previous studies, is not directly presented in the results obtained using text-mining analyses. However, it is included in the “architecture and changing role of HRM” trend.

At this point it is worth emphasizing that sociologists of science have examined the principles governing the selection of topics analysed by researchers, and noticed that it may result from a trade-off between conservative production and risky innovation ( Bourdieu, 1975 ). The main problem when choosing research topics is deciding whether to continue topics fixed in the literature or take the risk of exploring new, hitherto unknown themes. Trend a analysis offers an indirect solution based on strategic ambidexterity. This is not only because it allows us to observe disappearing themes that continue to be exploited, but also to identify those topics, in which there is a growing interest (exploration).

Long-lasting trends are not homogenous and change over time. The evolution of trends can be tracked using keywords of considerable importance in subsequent years. The importance of keywords was evaluated using the TF-IDF algorithm and averaged for each cluster. The TF-IDF formula was presented in the Methodology section. It should be noted that the TF-IDF score has to be calculated for each phrase in each paper. In this study, over 150,000 phrases were identified in over 6 thousand papers. That resulted in a significant number of calculations made by the algorithm, which cannot be presented in the paper. A comparison of cluster keywords reveals new topics within trends. The evolution of trends may lead to the disappearance of earlier topics or to their parallel development. Declining and ephemeris trends are associated with issues that are of less interest to researchers, have been resolved or were eclipsed by changes in a researcher's approach to the object of their study. The disappearance of certain trends is a normal phenomenon in science. Such a disappearance can be predicted to a certain degree when the average number of papers decreases.

Since we identified many trends, only a few examples will be described below. One example of a long-lasting trend is “Diversity Management”, which covered the entire 2000–2020 timeframe. The articles that discussed this trend focused on effective diversity management, its impact on organizational performance (e.g. Choi et al. , 2017 ), team performance ( Roberge and van Dick, 2010 ), knowledge sharing ( Shen et al. , 2014 ), innovation ( Peretz et al. , 2015 ), and the various factors which impact upon its effectiveness. Some papers discussed only one form of diversity in the workplace, e.g. age diversity ( Li et al. , 2011 ), gender diversity (e.g. Gould et al. , 2018 ) or ethnic diversity (e.g. Singh, 2007 ).

One sub-trend that can be observed within the above-discussed trend is age management', which falls within the 2005–2018 time range. The papers assigned to this sub-trend focus on HR practices towards older employees (e.g. Kooij et al. , 2014 ).

One example of a declining trend is “new and traditional career models”. This trend, which was observed in the years 2000–2019, highlights the fact that the weakening of organizational boundaries has increased career freedom and independence from previously constraining factors. The papers which examined this issue provide conceptual knowledge of different career dimensions. For example, a shift has taken place from objective to subjective careers. Individuals have to make sense of their careers, because they can no longer depend on their employers ( Walton and Mallon, 2004 ). Individual cultural, social and economic capital builds a field of opportunities for pursuing a career ( Iellatchitch et al. , 2003 ). Simultaneously, two major kinds of boundaries to the “boundaryless career” have been identified: the competence-based boundary (industry boundary) and the relation-based boundary (social capital boundary) ( Baghdadli et al. , 2003 ).

In the last two decades, increasing environmental awareness has pushed researchers towards addressing the issue of HRM as a strategic tool for making companies sustainability-driven organizations (e.g. Podgorodnichenko et al. , 2020 ). One of the emerging trends identified in our study is “Green and sustainable HRM”. This trend focuses on the environmental responsibility of companies (e.g. DuBois and Dubois, 2012 ) or/and achieving simultaneously social and economic goals (if the triple bottom line concept is discussed) (e.g. Ren and Jackson, 2020 ). The results, in the form of behavioral changes, have also been examined (e.g. Dumont et al. , 2017 ) and the contribution of HRM to company sustainability has been discussed in the context of different countries (e.g. Alcaraz et al. , 2019 ).

Finally, one example of an ephemeris trend is “HR certification”. The discussion on this trend was initiated by Lengnick-Hall and Aguinis (2012) . They applied a multi-level theory-based approach to investigating HR certification. They tried to assess the value of HR certification for individual HR specialists, their organizations as well as for the HR profession as a whole. The main topic addressed in later articles devoted to this trend was the value of HR certification (e.g. Aguinis and Lengnick-Hall, 2012 ). The value of HR certification has been linked with shareholder value ( Paxton, 2012 ). The link between organizational values and HR certification is another issue that has been addressed. Organizational values are treated as a key antecedent to the use and pursuit of HR certification ( Garza and Morgeson, 2012 ).

Table 3 presents only those periods during which specific trends were active, but provides no information on their dynamics. This can be observed by looking at the average number of papers per year (ANPY) in consecutive periods. Table 4 presents all the trends active during the last year of the study. They were divided into three groups according to whether the ANPY was decreasing, increasing or stable in recent years. To depict the relative strength of these trends, table shows the average number of papers published in the final 5-year period.

It can be concluded that trends with an increasing dynamic coincide with the trends defined in the literature. For example, “flexible employment from the perspective of HRM” corresponds with “employment relations” distinguished by Markoulli et al. (2017) and “the HRM process, the changing nature of HRM, and precarious employment relations” in the typology developed by Cooper et al. (2020) . “Diversity Management” is related to “organizational culture” ( Özlen, 2014 ). “Employee participation” may be associated with “employment relations” ( Cooke et al. , 2019 ) and “organizational commitment” ( García-Lillo et al. , 2017 ). The latter occurs both in the presented typology and in previous ones. “leader–member exchange” should be included in “behavioral issues” ( Özlen, 2014 ). Finally, a trend characterized by an increasing dynamic is “green and sustainable HRM”. Green HRM was an independent subject of analysis in a study by Yong et al. (2020) .

5. Conclusions

5.1 contributions and implications.

The present study provides an analysis of HRM journals with the aim of identifying trends in HRM research. It makes contributions to the field by providing a more comprehensive and objective review than analyses resulting from conventional systematic literature reviews as well as by identifying 42 different trends. It fills an existing gap in literature studies on HRM with a novel research approach – a methodology based on full-text mining and a big data toolset. As a consequence, this study can be considered as providing an adequate reflection of all the articles published in journals strictly devoted to HRM issues and which may serve as an important source of reference for both researchers and practitioners. It can also help them identify the core journals focused on HRM research as well as those topics which are of particular interest and importance.

As the study covers a period of over 20 years it should come as no surprise that some trends emerged and declined over this time. However, our study creates an opportunity for reviving research topics which combine old trends with new ones, and at the same time take into account the interdisciplinary nature of HRM as a field of research. Some researchers have observed that success can often be achieved by adopting a tool from another research area or through a new way of analyzing old problems that brings new insights and solutions ( Adali et al. , 2018 ).

Finally, we observed the emergence of a number of trends during the studied period that are still active. In particular, green and sustainable HRM is not only an emerging trend but also developing rapidly. It is worth mentioning here that while many articles have focused on green HRM issues, they have not been published in journals that specialize in HRM but in journals devoted to environmental issues. One possible future challenge for researchers may be to estimate the proportions between HRM articles published in HRM journals and those featured in other journals.

Practitioners interested in the evolution of the field can find in this paper areas of HRM that require improving in their own businesses or which can be treated as a platform for introducing innovations in HRM (emerging trends). The information contained in this paper can also be utilized as a source for evaluating the performance of sub-fields in a HRM research domain and for adjusting research policies with regard to funding allocations and comparing research input and output ( Gu, 2004 ). The editors of journals may take into account the results presented in this paper when making decisions regarding the direction, scope, and themes of their journals.

5.2 Limitations

In this study, the approach designed to overcome the limitations of using systematic literature review was presented. The analysis was done on the basis of the full text of the articles and the categories were discovered directly from the articles rather than predetermined. The study's findings may, however, potentially be limited by the following issues.

First, our eligibility criteria included only papers indexed in the Scopus and WoS database and excluded conference proceedings, book chapters, and non-English papers. Second, only full-text articles were included in the study, which could narrow down the research area. As a consequence, important information regarding the research presented in the excluded documents is potentially lost. Third, most of the papers in our database were published in the International Journal of Human Resource Management, and therefore such trends as “challenges for international HRM” can be considered significant (long-lasting). Another – the fourth – limitation of the study is the lack of estimation of the proportion between searches in HRM journals and articles published in other journals. Future research may overcome the above-presented limitations. Although we used valuable techniques such as TF-IDF and HDBSCAN, the fifth limitation is that, after trends were discovered, it was necessary to evaluate and interpret them. That could have induced researchers' bias even if – as in this study – researchers from different areas of experience were involved. Finally, this study covers the 2000–2020 timeframe. Since HRM is a rapidly developing field, in a few years from now academics will probably begin to move into exciting new research areas. As a consequence, it might be worthwhile conducting similar analyses to those presented in this study and compare their results.

Workflow of the methodology used in this study

Number of papers in the years 2000–2020

Trends in HRM research identified in previous studies

HRM-related journals included in this study

Trends in HRM research in the years 2000–2020

Activity of long-lasting and emerging trends in recent years

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Antecedents and consequences of knowledge hiding: The roles of HR practices, organizational support for creativity, creativity, innovative work behavior, and task performance

The impact of blockchain technology on human resource management.

Blockchain technology could be extended to benefit human resource (HR) practices. With the lack of definitions and best practices in the literature on the applicability of blockchain in HR, there is a need to define the terms related to blockchain technology and its possible applications in HR. In addition, it is also important to address the downside and dark side of adopting blockchain in HR practices. This chapter aims to review the developing literature on blockchain technology, relate concepts to HR practices, present a model for applying blockchain technology in transforming HR practices, and explain the limitations and disadvantages of using blockchain technology in HR management. The chapter also contains two cases that illustrate the applicability issues of blockchain technology based upon the USA's credit score systems and Turkey's e-government application.

Green HRM is a concept that is fast gaining prominence in the field of management. This review article discusses Green HRM for implementing best HR practices for reducing employees' carbon footprint and thus leading to sustainable growth within the organization. It explores how Green HRM can achieve the integration of environment-friendly HR practices and activities in order to achieve long-lasting sustainable development and a reduction of the employee carbon footprint. The data is collected on the basis of secondary sources such as articles, research papers, case studies, and internet websites. Green HRM does not only imply awareness and concern towards environmental issues, it favors the economic as well as social wellbeing of the employees and organization. This article deliberates on the Green HRM approach and the prominent part it can play in integrating and merging the HR practices within the organization in favour of the environment.

The Wasta Model

This article explores the concept of Wasta, an interpersonal influence. It is defined by Mohamed and Mohamed as involvement of a third-party person to attain a favour. This research examines the impact that Wasta has on human resources practices in Lebanon. A mixed methods approach, being questionnaires and interviews, was used in order to obtain data. Implications of Wasta in a new model are illustrated showing the effect on employees when recruited through knowing someone. It subsequently shows the influences on other HR practices of training and development, compensation, and career development. This paper is the first of its kind illustrating the impact of Wasta on employee engagement. It is a pillar for future research, giving added value to the minimal studies available on HR practices in Lebanon and the Middle East.

HR Analytics and Digital HR Practices

Managing human resources in the artificial intelligence era.

Man-made reasoning's (AI) coordination into HR practices will improve associations in light of the fact that these applications can dissect, anticipate, and analyze to help HR groups settle on better choices. Computer-based intelligence can be inserted in capacities like enlistment, preparing, onboarding, execution investigation, maintenance, and so forth. A large part of associations are as yet slacking in coordinating AI to their HR practices due to cost. Man-made intelligence execution ought to be seen as an idealistic chance, since AI improves lives. Computer-based intelligence makes a superior future in case it is plainly perceived and used in an appropriate manner. Hence, this chapter gives a description about artificial intelligence and its history, its importance in every arena of the society, and the use of AI in human resources management.

Green Human Resources and Sustainable Business Solutions

This chapter discusses green human resources (HR) and its impact on sustainable business solutions. It embraces work area research and writing audit way to discover the connection between green HR and sustainable business performance. This chapter examines the influence of human resources (HR) as a fundamental capacity in an organisation. The role of HR in the organisation has moved beyond focusing on realising organisational objective but into the integration of corporate strategy with environmental sustainability through environmentally friendly practice. The study explores instrumental theory, which focuses on both shareholder and stakeholders' interests of an organisation. Therefore, organisations need to align its operational objectives with environmental sustainability objectives through effective green HR practices to achieve sustainable business solutions.

Innovations in HRM Practices in Indian Companies

Innovation has become an integral part of every business organization because it provides sustainable competitive advantage to the company. In today's highly dynamic business environment every organization wants to succeed by leveraging their employees' talent. In order to leverage the employees' talent, it is important to follow relevant HRM policies or to continuously introduce innovative HR practices to meet the expectations of the employees. Reviewing the literature and previous research work, this study has tried to find out the various innovative HR practices initiated by Indian organizations till now. The findings will help in guiding how much more innovative practices are still to be initiated in order to attain employee confidence and loyalty for the company. The study is beneficial for business leaders, students, practitioners, and researchers.

The Role of Pro-Innovative HR Practices and Psychological Contract in Shaping Employee Commitment and Satisfaction: A Case from the Energy Industry

Innovation is a very important attribute of energy companies. Its level largely depends on employees’ attitudes and behaviours, which are determined on the one hand by individual factors (e.g., psychological contract) and on the other hand by organisational factors (e.g., human resources (HR) practices). The aim of this article is to identify the relationship between pro-innovative HR practices, psychological contract and employee attitudes—commitment and job satisfaction. The research was conducted in a company which is one of the leading Polish electricity suppliers. Data were collected using a proprietary survey questionnaire. The research involved 402 HR professionals responsible for shaping and implementing pro-innovative HR practices in the company. Hypotheses were tested using the partial least squares structural equation modelling technique (PLS-SEM). The results indicate the existence of a positive relationship between pro-innovative HR practices, psychological contract and employee commitment and satisfaction. Furthermore, they indicate that organisations wishing to increase employee commitment and job satisfaction should strengthen and implement existing psychological contracts. One way to do this is to invest in pro-innovative HR practices, such as competence development, knowledge sharing or creativity-based candidate selection, as they have been shown to be good moderators of these relationships. The obtained results may be of particular importance for HR management specialists and managers responsible for shaping desired attitudes and behaviours of employees.

An Evaluation of the Relationship Between Human Resource Practices and Service Quality: An Empirical Investigation in the Canadian Hotel Industry

Human resource (HR) practices have been recognised as a key function in enhancing organisational productivity and competitive advantage. It has been noted that most studies that are based on the relationship between HR practices and performance indicators (e.g., service quality) in hotels hide an important element that tells hoteliers which factors to concentrate on in cases of poor performance. Our study aimed to examine the influence of HR practices on service quality in the Canadian hotel industry. This study seeks to investigate how HR practices (recruitment and selection, training, rewards and incentives, and internal career opportunities) help to improve the service quality. We used a qualitative method by establishing three sets of semi-structured interviews to obtain data from the top to the bottom of the hierarchy within hotels. We found that HR practices help in delivering high service quality. A key contribution of this study that it offers a workable definition of service quality and then a robust model for the relationship between HR practices and service quality that contributes to enhance knowledge of the causal relationship between them. In addition, our study contributes by identifying which HR practices a hotel could adopt to gain a service quality advantage in the marketplace. The data gathered for the proposed study may limit the findings' applicability to independent hotels that are not affiliated with international hotel chains. However, because of the low number of empirical research and the need to get a deeper knowledge of the link between HR practices and service quality, generalisation of the findings from the current descriptive-qualitative study is not a concern. Further research may include some control and context variables (e.g., hotel ownership type, position level, gender) that we did not include in this investigation. In addition, in the future, we recommend using mixed method (quantitative and qualitative) in order to come up with more generalisable results.

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20 new hr metrics for today's work world.

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Today's workforce has experienced many changes, innovations and challenges over the last decade. The result is a work world with different needs, and traditional measures of performance and engagement are no longer sufficient to capture the complexities of modern work environments.

Here, Forbes Human Resources Council members suggest some new and emerging HR metrics that can be implemented to effectively navigate the challenges and opportunities of today's work world. By tracking metrics related to remote work, employee well-being and diversity initiatives, businesses can create more adaptable, inclusive and productive workplaces.

1. Remote Engagement Efficiency

One innovative HR metric for today's hybrid work environment is remote engagement efficiency. This measures the balance between employee engagement and productivity within remote settings, highlighting the effectiveness of virtual collaboration and work-life balance. By understanding this balance, organizations can refine remote work practices to boost both well-being and outcomes. - Karina Bernacki , VSCO

2. HR Effectiveness

HR effectiveness is a pivotal metric in the work landscape today, addressing the critical need for HR to adapt and thrive in evolving organizational dynamics. While encompassing a broad spectrum of factors, this metric serves as a barometer for gauging the alignment between HR objectives and organizational expectations. This metric will reinforce HR's pivotal role in driving organizational success. - Rachel Fletcher , Stellar Elements, an Amdocs company

3. Neurodiversity Index

With a heightened focus on inclusivity and support for neurodivergent individuals, the Neurodiversity Index evaluates how effectively an organization supports and integrates neurodivergent individuals. It assesses factors such as recruitment practices, amended work schedules, employee engagement and retention rates among neurodiverse talent. - Melissa Banek , IMC - Trading

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Best 5% interest savings accounts of 2024, 4. collaborative diversity engagement score (cdes).

A Collaborative Diversity Engagement Score (CDES) can offer a transformative approach for organizations to measure and enhance the impact of diversity within their teams. The benefits of diversity are fully realized only when diverse team members collaborate effectively. A CDES can provide a nuanced view of how diversity and collaboration interplay to drive organizational success. - Katrina Jones , Acacia Network

5. Time To Start

Measure the time to start per applicant. The clock starts ticking from the time someone applies to the first day worked or the first paycheck. We need to have a mental shift to be more consumer-centric. Applicant-centric HR needs to be B2C as much as, if not more than, B2B. Legacy HR metrics are meaningless to an individual's time to start or to their first paycheck. These metrics impact the quality of the pool and thereby the quality of the hire! - Vishal Bhalla , Advocate Health

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6. Talent Mobility Rating (TMR)

Measure talent mobility rating (TMR). How effective is the team at filling open roles with internal talent, or providing career development courses so colleagues can up-skill to higher-level positions? External hiring is often seen as the fix-all for talent issues, but in reality, it's not always the right tool for the job. HR teams need to better measure how they use internal tools to solve problems. - Nicky Hancock , AMS

7. Employee Well-Being Score

The employee well-being score is a vital HR metric for today's work world. It measures overall well-being, considering mental, emotional and physical health, reflecting how supportive and sustainable the workplace is. Tracking this fosters a culture where employees thrive, directly impacting productivity, customer satisfaction, revenue, generation and retention. - Bala Sathyanarayanan , Greif Inc.

8. Return on Commute (ROC)

One innovative HR metric that should be developed in response to today's world of work is related to RTO: return on commute (ROC). Similar to return on investment (ROI), employees use ROC to measure the value of their commute in terms of on-site productivity (gains) versus the time lost (and what it costs) to commute. Simply put, commutes with a high ROC will likely see higher in-office participation as well. - Dr. Timothy J. Giardino , BMC Software

9. New Hire Turnover Rate

Hiring and onboarding talent is time-consuming and costly. A key metric is the new hire turnover rate. Investing in a world-class recruiting and onboarding program is well worth the time and effort. Losing new hires within the first six months happens more than we should allow. Securing top talent requires clear robust job descriptions, continued support from managers and engagement across all teams. - Maria Miletic

10. Employee Engagement

Look at employee engagement and well-being. This metric assesses how connected and supported employees feel and their overall satisfaction with work-life integration. By tracking this, we can proactively address factors that influence retention, performance and company culture, ensuring our workforce is productive, agile, and rewarded. - Tammy Harper , CAI

11. Remote Productivity Index (RPI)

An HR metric that could be developed is a remote productivity Index (RPI). This metric would measure the effectiveness of employees working remotely. It could include factors such as task completion, collaboration effectiveness and employee satisfaction with tools and support. By assessing RPI, organizations can identify ways to optimize remote worker productivity and satisfaction. - Liz Corey , Velosio

12. Skills Agility Index

Every company should have a skills agility index. The goal of the SA index is to measure an organization's and employees' ability to adapt to new skills required by market changes and technological advancement. The index would rate internal mobility, the average time to proficiency for new skills learned, employee participation rates in new skill development programs and certifications achieved. - Heide Abelli , SageX

13. Support Effort

A difficult but attractive HR metric would be to track the effort someone gives to support their peers, subordinates and/or senior leaders in ways that are far outside of their role description. Discovering those gems in your organization who embrace opportunities to go above and beyond and then rewarding them is an obvious way to keep pace with the "do more with less" trend. - Bryan Passman , Hunter + Esquire

14. Workplace Loneliness Index

Research shows that 72% of employees report feeling lonely, with workplace loneliness costing $154 billion annually. A workplace loneliness Index can quantify this widespread issue to assess the prevalence and the effectiveness of measures fostering a sense of belonging, inclusiveness and enhanced psychological safety, all of which are especially critical in increasingly remote work environments. - Karen Perham-Lippman , Otis Elevator Company

15. Recognition

Recognition would be interesting, as it’s such a huge driver of employee satisfaction. People like to have their accomplishments celebrated (not just a team lunch), and recognition does that while also fostering a more positive work environment. In a remote-forward world where it’s easy for employee work to disappear into the background, making people feel seen is of the utmost importance. - Ursula Mead , InHerSight

16. Ramp-Up Time To Productivity

Employers should consider measuring new hires’ ramp-up time to productivity. This could help determine the effectiveness of a company’s onboarding and training programs. Though metrics for each position would be different, comparing analytics for a specific role to those of other office locations or organizations would highlight areas of onboarding and training in need of improvement. - John Feldmann , Insperity

17. Early Turnover

Look at early turnover, or the percentage of new hires leaving in the first year, to understand how the tight labor market could be driving attrition in your organization. A high early turnover rate can point to issues with your onboarding, culture or compensation and requires immediate attention. The sooner you recognize the problem, the sooner you can fix it. - Niki Jorgensen , Insperity

18. Authentic Advocacy

Measure authentic advocacy via the Employee Net Promoter Score (eNPS). This simple question ("Would you recommend this company as a workplace?") gauges employee loyalty and willingness to advocate, indicating the true value proposition beyond marketing efforts. By monitoring and improving eNPS, organizations can proactively address internal concerns and attract top talent who trust genuine recommendations. - Michael D. Brown , Global Recruiters of Buckhead

19. Benefits Usage

HR teams should evaluate their benefits by usage and determine how many people are enrolled in each plan. They should determine what benefits are utilized and needed and if other benefits could be added or replace current benefits that aren't used as much. They can also evaluate how many people are enrolled in each specific health plan and make plan adjustments based on usage. - Erin ImHof , CertiK

20. Empathy

Empathy can serve as an indicator of employee engagement and retention. While there’s room for improvement, CEOs and executives are starting to recognize the value of empathy to retention: 42% of CEOs feel that employee retention is a benefit of being an empathetic organization, up 19 points from 2022. - Marcy Klipfel , Businessolver

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Computer Science > Computation and Language

Title: realm: reference resolution as language modeling.

Abstract: Reference resolution is an important problem, one that is essential to understand and successfully handle context of different kinds. This context includes both previous turns and context that pertains to non-conversational entities, such as entities on the user's screen or those running in the background. While LLMs have been shown to be extremely powerful for a variety of tasks, their use in reference resolution, particularly for non-conversational entities, remains underutilized. This paper demonstrates how LLMs can be used to create an extremely effective system to resolve references of various types, by showing how reference resolution can be converted into a language modeling problem, despite involving forms of entities like those on screen that are not traditionally conducive to being reduced to a text-only modality. We demonstrate large improvements over an existing system with similar functionality across different types of references, with our smallest model obtaining absolute gains of over 5% for on-screen references. We also benchmark against GPT-3.5 and GPT-4, with our smallest model achieving performance comparable to that of GPT-4, and our larger models substantially outperforming it.

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Prestigious cancer research institute has retracted 7 studies amid controversy over errors

Seven studies from researchers at the prestigious Dana-Farber Cancer Institute have been retracted over the last two months after a scientist blogger alleged that images used in them had been manipulated or duplicated.

The retractions are the latest development in a monthslong controversy around research at the Boston-based institute, which is a teaching affiliate of Harvard Medical School. 

The issue came to light after Sholto David, a microbiologist and volunteer science sleuth based in Wales, published a scathing post on his blog in January, alleging errors and manipulations of images across dozens of papers produced primarily by Dana-Farber researchers . The institute acknowledged errors and subsequently announced that it had requested six studies to be retracted and asked for corrections in 31 more papers. Dana-Farber also said, however, that a review process for errors had been underway before David’s post. 

Now, at least one more study has been retracted than Dana-Farber initially indicated, and David said he has discovered an additional 30 studies from authors affiliated with the institute that he believes contain errors or image manipulations and therefore deserve scrutiny.

The episode has imperiled the reputation of a major cancer research institute and raised questions about one high-profile researcher there, Kenneth Anderson, who is a senior author on six of the seven retracted studies. 

Anderson is a professor of medicine at Harvard Medical School and the director of the Jerome Lipper Multiple Myeloma Center at Dana-Farber. He did not respond to multiple emails or voicemails requesting comment. 

The retractions and new allegations add to a larger, ongoing debate in science about how to protect scientific integrity and reduce the incentives that could lead to misconduct or unintentional mistakes in research. 

The Dana-Farber Cancer Institute has moved relatively swiftly to seek retractions and corrections. 

“Dana-Farber is deeply committed to a culture of accountability and integrity, and as an academic research and clinical care organization we also prioritize transparency,” Dr. Barrett Rollins, the institute’s integrity research officer, said in a statement. “However, we are bound by federal regulations that apply to all academic medical centers funded by the National Institutes of Health among other federal agencies. Therefore, we cannot share details of internal review processes and will not comment on personnel issues.”

The retracted studies were originally published in two journals: One in the Journal of Immunology and six in Cancer Research. Six of the seven focused on multiple myeloma, a form of cancer that develops in plasma cells. Retraction notices indicate that Anderson agreed to the retractions of the papers he authored.

Elisabeth Bik, a microbiologist and longtime image sleuth, reviewed several of the papers’ retraction statements and scientific images for NBC News and said the errors were serious. 

“The ones I’m looking at all have duplicated elements in the photos, where the photo itself has been manipulated,” she said, adding that these elements were “signs of misconduct.” 

Dr.  John Chute, who directs the division of hematology and cellular therapy at Cedars-Sinai Medical Center and has contributed to studies about multiple myeloma, said the papers were produced by pioneers in the field, including Anderson. 

“These are people I admire and respect,” he said. “Those were all high-impact papers, meaning they’re highly read and highly cited. By definition, they have had a broad impact on the field.” 

Chute said he did not know the authors personally but had followed their work for a long time.

“Those investigators are some of the leading people in the field of myeloma research and they have paved the way in terms of understanding our biology of the disease,” he said. “The papers they publish lead to all kinds of additional work in that direction. People follow those leads and industry pays attention to that stuff and drug development follows.”

The retractions offer additional evidence for what some science sleuths have been saying for years: The more you look for errors or image manipulation, the more you might find, even at the top levels of science. 

Scientific images in papers are typically used to present evidence of an experiment’s results. Commonly, they show cells or mice; other types of images show key findings like western blots — a laboratory method that identifies proteins — or bands of separated DNA molecules in gels. 

Science sleuths sometimes examine these images for irregular patterns that could indicate errors, duplications or manipulations. Some artificial intelligence companies are training computers to spot these kinds of problems, as well. 

Duplicated images could be a sign of sloppy lab work or data practices. Manipulated images — in which a researcher has modified an image heavily with photo editing tools — could indicate that images have been exaggerated, enhanced or altered in an unethical way that could change how other scientists interpret a study’s findings or scientific meaning. 

Top scientists at big research institutions often run sprawling laboratories with lots of junior scientists. Critics of science research and publishing systems allege that a lack of opportunities for young scientists, limited oversight and pressure to publish splashy papers that can advance careers could incentivize misconduct. 

These critics, along with many science sleuths, allege that errors or sloppiness are too common , that research organizations and authors often ignore concerns when they’re identified, and that the path from complaint to correction is sluggish. 

“When you look at the amount of retractions and poor peer review in research today, the question is, what has happened to the quality standards we used to think existed in research?” said Nick Steneck, an emeritus professor at the University of Michigan and an expert on science integrity.

David told NBC News that he had shared some, but not all, of his concerns about additional image issues with Dana-Farber. He added that he had not identified any problems in four of the seven studies that have been retracted. 

“It’s good they’ve picked up stuff that wasn’t in the list,” he said. 

NBC News requested an updated tally of retractions and corrections, but Ellen Berlin, a spokeswoman for Dana-Farber, declined to provide a new list. She said that the numbers could shift and that the institute did not have control over the form, format or timing of corrections. 

“Any tally we give you today might be different tomorrow and will likely be different a week from now or a month from now,” Berlin said. “The point of sharing numbers with the public weeks ago was to make clear to the public that Dana-Farber had taken swift and decisive action with regard to the articles for which a Dana-Farber faculty member was primary author.” 

She added that Dana-Farber was encouraging journals to correct the scientific record as promptly as possible. 

Bik said it was unusual to see a highly regarded U.S. institution have multiple papers retracted. 

“I don’t think I’ve seen many of those,” she said. “In this case, there was a lot of public attention to it and it seems like they’re responding very quickly. It’s unusual, but how it should be.”

Evan Bush is a science reporter for NBC News. He can be reached at [email protected].

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Regions & Countries

About 1 in 4 u.s. teachers say their school went into a gun-related lockdown in the last school year.

Twenty-five years after the mass shooting at Columbine High School in Colorado , a majority of public K-12 teachers (59%) say they are at least somewhat worried about the possibility of a shooting ever happening at their school. This includes 18% who say they’re extremely or very worried, according to a new Pew Research Center survey.

Pew Research Center conducted this analysis to better understand public K-12 teachers’ views on school shootings, how prepared they feel for a potential active shooter, and how they feel about policies that could help prevent future shootings.

To do this, we surveyed 2,531 U.S. public K-12 teachers from Oct. 17 to Nov. 14, 2023. The teachers are members of RAND’s American Teacher Panel, a nationally representative panel of public school K-12 teachers recruited through MDR Education. Survey data is weighted to state and national teacher characteristics to account for differences in sampling and response to ensure they are representative of the target population.

We also used data from our 2022 survey of U.S. parents. For that project, we surveyed 3,757 U.S. parents with at least one child younger than 18 from Sept. 20 to Oct. 2, 2022. Find more details about the survey of parents here .

Here are the questions used for this analysis , along with responses, and the survey methodology .

Another 31% of teachers say they are not too worried about a shooting occurring at their school. Only 7% of teachers say they are not at all worried.

This survey comes at a time when school shootings are at a record high (82 in 2023) and gun safety continues to be a topic in 2024 election campaigns .

Teachers’ experiences with lockdowns

About a quarter of teachers (23%) say they experienced a lockdown in the 2022-23 school year because of a gun or suspicion of a gun at their school. Some 15% say this happened once during the year, and 8% say this happened more than once.

High school teachers are most likely to report experiencing these lockdowns: 34% say their school went on at least one gun-related lockdown in the last school year. This compares with 22% of middle school teachers and 16% of elementary school teachers.

Teachers in urban schools are also more likely to say that their school had a gun-related lockdown. About a third of these teachers (31%) say this, compared with 19% of teachers in suburban schools and 20% in rural schools.

Do teachers feel their school has prepared them for an active shooter?

About four-in-ten teachers (39%) say their school has done a fair or poor job providing them with the training and resources they need to deal with a potential active shooter.

A smaller share (30%) give their school an excellent or very good rating, and another 30% say their school has done a good job preparing them.

Teachers in urban schools are the least likely to say their school has done an excellent or very good job preparing them for a potential active shooter. About one-in-five (21%) say this, compared with 32% of teachers in suburban schools and 35% in rural schools.

Teachers who have police officers or armed security stationed in their school are more likely than those who don’t to say their school has done an excellent or very good job preparing them for a potential active shooter (36% vs. 22%).

Overall, 56% of teachers say they have police officers or armed security stationed at their school. Majorities in rural schools (64%) and suburban schools (56%) say this, compared with 48% in urban schools.

Only 3% of teachers say teachers and administrators at their school are allowed to carry guns in school. This is slightly more common in school districts where a majority of voters cast ballots for Donald Trump in 2020 than in school districts where a majority of voters cast ballots for Joe Biden (5% vs. 1%).

What strategies do teachers think could help prevent school shootings?

The survey also asked teachers how effective some measures would be at preventing school shootings.

Most teachers (69%) say improving mental health screening and treatment for children and adults would be extremely or very effective.

About half (49%) say having police officers or armed security in schools would be highly effective, while 33% say the same about metal detectors in schools.

Just 13% say allowing teachers and school administrators to carry guns in schools would be extremely or very effective at preventing school shootings. Seven-in-ten teachers say this would be not too or not at all effective.

How teachers’ views differ by party

Republican and Republican-leaning teachers are more likely than Democratic and Democratic-leaning teachers to say each of the following would be highly effective:

• Having police officers or armed security in schools (69% vs. 37%)
• Having metal detectors in schools (43% vs. 27%)
• Allowing teachers and school administrators to carry guns in schools (28% vs. 3%)

And while majorities in both parties say improving mental health screening and treatment would be highly effective at preventing school shootings, Democratic teachers are more likely than Republican teachers to say this (73% vs. 66%).

Parents’ views on school shootings and prevention strategies

In fall 2022, we asked parents a similar set of questions about school shootings.

Roughly a third of parents with K-12 students (32%) said they were extremely or very worried about a shooting ever happening at their child’s school. An additional 37% said they were somewhat worried.

As is the case among teachers, improving mental health screening and treatment was the only strategy most parents (63%) said would be extremely or very effective at preventing school shootings. And allowing teachers and school administrators to carry guns in schools was seen as the least effective – in fact, half of parents said this would be not too or not at all effective. This question was asked of all parents with a child younger than 18, regardless of whether they have a child in K-12 schools.

Like teachers, parents’ views on strategies for preventing school shootings differed by party. 

Note: Here are the questions used for this analysis , along with responses, and the survey methodology .

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‘Back to school’ means anytime from late July to after Labor Day, depending on where in the U.S. you live

Among many u.s. children, reading for fun has become less common, federal data shows, most european students learn english in school, for u.s. teens today, summer means more schooling and less leisure time than in the past, about one-in-six u.s. teachers work second jobs – and not just in the summer, most popular.

About Pew Research Center Pew Research Center is a nonpartisan fact tank that informs the public about the issues, attitudes and trends shaping the world. It conducts public opinion polling, demographic research, media content analysis and other empirical social science research. Pew Research Center does not take policy positions. It is a subsidiary of The Pew Charitable Trusts .