Description

Human Resources Management and Services (HRMS) is an international open access journal on theoretical and practical research in the field of human resource management. HRMS adopts a double-blind peer review model and publishes high-quality articles. It is committed to disseminating unique and insightful insights and promoting the development, innovation and understanding of human resource management. Potential readers of HRMS include scholars, practice managers, and policy makers in the field.

HRMS welcomes articles based on original research, reviews, case reports, perspectives, etc. HRMS also publishes editorials reflecting the official opinions of the journal's editorial office. Submissions to HRMS can be interdisciplinary around the topic of human resource management. Examples of some related topics are as follows:

  • Human resource planning;
  • Human resource services;
  • Organizational management;
  • Human capital;
  • Training and development;
  • Sustainable human resource practices;
  • Employee efficiency and performance management;
  • Labor relations;
  • Employee well-being;
  • Policy formulation;
  • Job satisfaction;
  • Psychological issues;
  • Social issues;
  • Fairness in employment.

Latest Articles

  • Open Access

    Article

    Article ID: 5667

    The Quiet Quitting intentions among IT sector employees: Relationship between Return-to-Office mandates and Job Satisfaction

    by Niharika Gupta, Dr. Akriti Jaiswal

    Human Resources Management and Services , Vol.8, No.2, 2026; 10 Views

    DOI: https://doi.org/10.18282/hrms5667

    The study aims to investigate the impact of the Return-to-Office Mandate policy and job satisfaction on quiet quitting intentions among Information Technology (IT) sector employees. With the end of COVID-19, there is a sudden shift from work-from-home to work from offices. The return-to-office mandates were utilised by the organisations to facilitate these changes. As the employees return to office settings, organisations have found it difficult to maintain engagement. A standardized questionnaire was used to measure return-to-office mandates, job satisfaction, and quiet quitting intentions. The relationship between these factors was examined using regression analysis. The results show that return to office mandates have no significant impact on quiet quitting, whereas job satisfaction considerably raises the intentions of quiet quitting. The study reveals that even highly satisfied employees may exhibit quiet-quitting behaviours, which contrasts with the existing literature. The study’s insights indicate that organisations should shift their focus to intrinsic motivation and actual engagement by looking beyond job satisfaction.

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