SHRM and job design: Narrowing the divide

By B. Becker, Mark A. Huselid. 2010

107 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5da4032eb2421cc2b1332752e9d768c5ca120176

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. David G. Collings
2. Jake G. Messersmith
3. Pankaj C. Patel
4. Mark A. Huselid

In Organizational Behavior and Human Resource Management

1. David G. Collings
2. B. Becker
3. Mark A. Huselid
4. Jaclyn M. Jensen
5. Jake G. Messersmith
6. Pankaj C. Patel
7. K. van de Voorde
8. Alfredo De Massis

Citations in the corpus

• Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management (2011, background): “…the notion that path dependence and causal ambiguity are important sources of competitive advantage, we believe that the appropriate level of analysis is the strategic job—and the supporting systems of HR management practices—that is nested within each strategic capability (Becker & Huselid, 2010).”
• Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2014, background): “Integrated clusters of HR practices should support the MNE’s global talent that includes both those in strategic jobs (operational and control-oriented) (Becker & Huselid, 2010), and the current and future leadership cohorts within the global firm.”
• How job characteristics relate to need satisfaction and autonomous motivation: implications for work effort (2013, unknown): “By including strategic impact as a job resource, the current study validates the recent trend in industrial/organizational psychology and HRM to highlight the importance of strategic jobs (Becker & Huselid, 2010), in addition to active jobs (de Jonge, Bosma, Peter, & Siegrist, 2000).”
• High-Performance Work Systems and Job Control (2013, background): “As noted by Becker and Huselid (2006, 2011), the universal hypothesis regarding HPWS is that “more is better” and that one type of HPWS is likely to fit all organizations, yet this is rarely the case.”