Back to basics in human resource theorizing: A call for greater attention to jobs

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2023-06-14 DOI:10.1016/j.hrmr.2023.100973

Samantha A. Conroy , John W. Morton

引用次数: 2

Abstract

Job categories and levels are a central part of human resource management, yet research often treats jobs as “noise” rather than fundamental to theory. We review the ways in which jobs connect to human resource strategy, as well as the role of jobs in influencing the outcomes of human resource strategy. Future researchers are encouraged to take job categories and levels into account as they develop theory and design studies in the field of human resource management.

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回到人力资源理论的基础：呼吁更多地关注工作

工作类别和级别是人力资源管理的核心部分，但研究往往将工作视为“噪音”，而不是理论的基础。我们回顾了工作与人力资源战略的联系方式，以及工作在影响人力资源战略结果中的作用。鼓励未来的研究人员在发展人力资源管理领域的理论和设计研究时考虑到工作类别和级别。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.