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

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 strat...
Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Conroy, Samantha A. [verfasserIn] Morton, John W. [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2023

Schlagwörter:	Human resource management Jobs Pay level Human resource strategy Job category Job level HR architecture

Übergeordnetes Werk:	Enthalten in: Human resource management review - Amsterdam [u.a.] : Elsevier Science, 1991, 33
Übergeordnetes Werk:	volume:33

DOI / URN:	10.1016/j.hrmr.2023.100973

Katalog-ID:	ELV06251542X

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allfieldsSound	10.1016/j.hrmr.2023.100973 doi (DE-627)ELV06251542X (ELSEVIER)S1053-4822(23)00024-4 DE-627 ger DE-627 rda eng 330 360 VZ 85.05 bkl 85.63 bkl Conroy, Samantha A. verfasserin aut Back to basics in human resource theorizing: A call for greater attention to jobs 2023 nicht spezifiziert zzz rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier 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. Human resource management Jobs Pay level Human resource strategy Job category Job level HR architecture Morton, John W. verfasserin aut Enthalten in Human resource management review Amsterdam [u.a.] : Elsevier Science, 1991 33 Online-Ressource (DE-627)320052060 (DE-600)2026359-4 (DE-576)252902564 1053-4822 nnns volume:33 GBV_USEFLAG_U GBV_ELV SYSFLAG_U GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_370 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 85.05 Betriebssoziologie Betriebspsychologie VZ 85.63 Arbeitsbeziehungen VZ AR 33
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author	Conroy, Samantha A.
spellingShingle	Conroy, Samantha A. ddc 330 bkl 85.05 bkl 85.63 misc Human resource management misc Jobs misc Pay level misc Human resource strategy misc Job category misc Job level misc HR architecture Back to basics in human resource theorizing: A call for greater attention to jobs
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topic_title	330 360 VZ 85.05 bkl 85.63 bkl Back to basics in human resource theorizing: A call for greater attention to jobs Human resource management Jobs Pay level Human resource strategy Job category Job level HR architecture
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title	Back to basics in human resource theorizing: A call for greater attention to jobs
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title_full	Back to basics in human resource theorizing: A call for greater attention to jobs
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title_sort	back to basics in human resource theorizing: a call for greater attention to jobs
title_auth	Back to basics in human resource theorizing: A call for greater attention to jobs
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.
abstractGer	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.
abstract_unstemmed	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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title_short	Back to basics in human resource theorizing: A call for greater attention to jobs
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up_date	2024-07-06T18:53:14.429Z
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