Skip to main content

LUBS5841M
Module Reading List May 2015

Human Resource Management, 2018/19, Semester 2
Sarah Mollitt
S.E.Mollitt@leeds.ac.uk
Tutor information is taken from the Module Catalogue

Core text

Boxall, P.and Purcell, J. (2011) Strategy and Human Resource Management. Third Edition. London: Palgrave Macmillan.

Day 1

Boselie, P., Dietz, G. & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human resource management journal., 15, 67-94.

Cartwright, S. and Holmes, N. (2006). The meaning of work: The challenge of regaining employee engagement and reducing cynicism. Human resource management review., 16, 199-208.

Coyle-Shapiro, J.A-M, Kessler, I. & Purcell, J. (2004). Exploring organizationally directed citizenship behaviour: reciprocity or ‘it’s my job’? Journal of management studies., 41, 85-106.

Fulmer, I.S., Gerhart, B. & Scott, K. (2003) Are the 100 best better? An empirical investigation of the relationship between being a ‘great place to work’ and firm performance. Personnel psychology., 56, 965-993.

Guest D E, Michie J, Conway N, Sheehan M (2003), Human Resource Management and Corporate Performance in the UK, British Journal of Industrial Relations., 41, 291-314.

Harney, B. And Jordan, C. (2008) Unlocking the black box: line managers and HRM-Performance in a call centre context. International journal of productivity and performance management, 57, 275-296.

Harter, J.K., Schmidt, F.L. and Hayes, T.L. (2002) Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology., 87, 268-279.

Ichinowski, C., Shaw, K. and Prennushi, G. (1997) The effects of human resource management practices on productivity: a study of steel finishing lines. American economic review., 87, 291-334.

Jiang, K. Takeuchi, R. & Lepak, D. (2013). Where do we go from here? New perspectives on the black box in strategic human resource management research. Journal of management studies., 50, 1448-1480.

Koys, D.J. (2001). The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study. Personnel psychology., 54, 101-114.

Kramar, R. (2014). Beyond strategic human management: Is sustainable human resource management the next approach? International journal of human resource management., 25, 1069-1089.

Lengnick-Hall, M., Lengnick-Hall, C., Andrade, L. & Drake, B. (2009). Strategic human resource management: The evolution of the field. Human resource management review., 19, 64-85.

Macleod, D. & Clarke, N. (2009). Engaging for success: Enhancing performance through employee engagement. A report to Government.London: Department for Business Innovation and Skills. Available at: http://dera.ioe.ac.uk/1810/

Murphy, K. R., Cleveland, J.N., Skattebo, A.L. & Kinney, T.B. (2004). Raters who pursue different goals give different ratings. Journal of Applied Psychology., 89, 158-164.

Pichler, S. (2012). The social context of performance appraisal and appraisal reactions, a meta-analysis. Human resource management., 51, 709-732.

Podsakoff, P.M., Mackenzie, S.B., Paine, J.B. & Bachrach, D.G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of management., 26(3), 513-563.

Pulakos, E.D. & O’Leary, R.S. (2010) Defining and measuring results of workplace behavior. In J.L. Farr & N.T. Tippins (Eds.) Handbook of employee selection. (513 – 529). New York, USA: Routledge.

Purcell, J. (2014). Disengaging from engagement. Human resource management journal., 24, 241-254.

Rayton,B., Dodge, T. & Analeze, G. (2012). The Evidence, Employee Engagement Task Force ‘Nailing the evidence’ Workgroup. Engage for Success. Available at: http://www.engageforsuccess.org/wp-content/uploads/2012/09/The-Evidence.pdf

Robinson, D., Perryman, S., Hayday, S. (2004). The drivers of employee engagement. IES Report 408. Brighton: Institute of Employment Studies. Available at: www.employment-studies.co.uk

Stone, D.L. & Deadrick, D.L. (2015) Challenges and opportunities affecting the future of human resource management. Human resource management review., 25, 139-145.

Tamkin, P. (2005). The Contribution of Skills to Business Performance. Brighton: Institute for Employment Studies. Available at: www.employment-studies.co.uk

Wood, S. & Wall, T. (2002) Human resource management and business performance. In P.Warr (Ed) Psychology at work, Fifth Edition. Penguin: London.

Day 2

Zhang, M.M., Bartarm, T., McNeil, N. & Dowling, P. (2015). Towards a research agenda on the sustainable and socially responsible management of agency workers through a flexicurity model of HRM. Journal of business ethics., 127, 513-523.

Barney, J.B. and Wright, P.M. (1998) On becoming a strategic partner: The role of human resources in gaining competitive advantage. Human resource management., 37, 31-46.

Bhattacharya, M. and Gibson, D.E. (2005). The effects of flexibility in employee skills, employee behaviours and human resource practices on firm performance. Journal of management., 31, 622-640.

Boxall, P. (1996) The strategic HRM debate and the resource-based view of the firm. Human resource management journal., 6, 59-75.

Boxall, P. and Purcell, J. (2000). Strategic human resource management: where have we come from and where should we be going. International journal of management reviews., 2, 183-203.

Breaugh, J. A., & Starke, M. (2000). Research on employee recruitment: So many studies, so many remaining questions. Journal of management.,26, 405–434.

Coff, R.W. (1997). Human assets and management dilemmas: Coping with hazards on the road to resource-based theory. The Academy of Management review., 22, 374-402.

Coyle-Shapiro, J. & Kessler, I. (2000). Consequences of the psychological contract for the employment relationship: A large scale survey. Journal of management studies., 37, 903-930.

Delery, J.E and Doty, D.H. (1996) Modes of theorizing in strategic human resource management: Tests of universalistic, contingency and configurational performance predictions. Academy of Management journal., 39, 802-835.

Desombre, T, Kelliher, C., Macfarlane, F. And Ozbilgin, M. (2005). Re-organizing work roles in health care: Evidence from the implementation of functional flexibility. British journal of management., 17, 139-151.

Dineen, B.R. & Soltis, S.M. (2011). Recruitment: A review of research and emerging directions. In S.Zedeck (Ed.) APA handbook of industrial and organizational psychology. Volume 2, Selecting and Developing Members for the Organization. (pp. 43 – 66.) Washington, DC: American Psychological Association.

Guest, D. & Conway, N. (2002). Communicating the psychological contract: and employer perspective. Human resource management journal., 12, 22-38.

Kalleberg, A. (2001) Organizing flexibility: the flexible firm in a new century. British Journal of Industrial Relations., 39, 479-504.

Mayson, S. & Barrett, R. (2006) The ‘science’ and ‘practice’ of HRM in small firms. Human resource management journal., 16, 447-455.

Michie,J. & Sheehan, M. (2005). Business strategy, human resources, labour market flexibility and competitive advantage. International journal of human resource management., 16, 445-464.

Ployhart, R. & Weekley, J. (2010). Strategy, selection, and sustained competitive advantage. In J.L. Farr & N.T. Tippins (Eds.) Handbook of employee selection (pp.195-212.) New York, USA: Routledge.

Purcell,J., Hutchinson, S., Kinnie, N., Swart,J. & Rayton, B. (2004) Vision and values : organisational culture and values as a source of competitive advantage. CIPD:London.

Rousseau, D. (2011) The individual-organization relationship: The psychological contract. In S.Zedeck (Ed.) APA handbook of industrial and organizational psychology. Volume 3, Maintaining, Expanding, and Contracting the Organization. (pp. 191-220.) Washington, DC: American Psychological Association.

Rubery, J., Earnshaw, J., Marchington, M., Cooke, F.L. & Vincent, S. (2002) Changing organizational forms and the employment relationship. Journal of management studies., 39, 645-672.

Ryan, A.M. & Tippins, N.T. (2004). Attracting and selecting: What psychological research tells us. Human resource management., 43, 305–318.

Ryan, A. & Wessel, J. (2015). Implications of a changing workforce and workplace for justice perceptions and expectations. Human resource management review., 25, 162-175.

Taylor, M.S. & Collins, C.J. (2000). Organizational recruitment: Enhancing the intersection of research and practice. In C.L. Cooper & E.A. Locke (Eds.) Industrial and organizational psychology : linking theory with practice. Oxford: Blackwell.

Schuler, R. and Jackson, S. (1987) Linking competitive strategies with human resource practices. The Academy of Management executive., 1, 207-219.

Subramony, M. (2006). Why organizations adopt some human resource practices and reject others: an exploration of rationales. Human resource management., 45, 195-210.

Wright, P. & Snell, S. (1998) Toward a unifying framework for exploring fit and flexibility in strategic human resource management. The Academy of Management review., 23, 756-772.

Zhang, M.M., Bartarm, T., McNeil, N. & Dowling, P. (2015). Towards a research agenda on the sustainable and socially responsible management of agency workers through a flexicurity model of HRM. Journal of business ethics., 127, 513-523.

Day 3

Chartered Institute of Personnel and Development. (2015). Changing HR operating models:A collection of thought pieces. London:CIPD. . (Available for download by following links from ‘Information Resources’ then ‘Surveys’ at: www.cipd.co.uk/

Hope-Hailey, V., Farndale, E. & Truss, C. (2005).The HR department’s role in organisational performance. Human resource management journal., 15, 49-66.

Hutchinson, S. & Purcell, J. (2003) Bringing policies to life : the vital role of front line managers in people management. CIPD: London.

McConville, T. (2006). Devolved HRM responsibilities, middle-managers and role dissonance. Personnel review., 35, 637-653.

Marchington, M. (2015). Human Resource Management (HRM): Too busy looking up to see where it is going longer term? Human resource management review., 25, 176-187.

Purcell, J. & Hutchinson, S. (2007). Front-line managers as agents in the HRM-performance causal chain: theory, analysis and evidence. Human resource management journal., 17, 3-20.

Renwick, D. (2003) Line manager involvement in HRM: an inside view. Employee relations., 25, 262-280.

Tamkin, P., Hirsch, W. & Tyers, C. (2003). Chore to champions: the making of better people managers. Report 389. Brighton: Institute of Employment Studies. Available at: www.employment-studies.co.uk

Truss, C., Grattan, L., Hope-Hailey, V., Stiles, P. & Zaleska, J. (2002) Paying the piper: choice and constraint in changing HR functional roles. Human resource management journal., 12,39-63.

Ulrich, D. & Dulebohn, J. (2015). Are we there yet? What’s next for HR? Human resource management review., 25,188-204.

Ulrich, D. (1998). A new mandate for HR. Harvard business review., 124-134.

Whittaker, S. and Marchington, M. (2003) Devolving HR responsibility to the line: Threat,opportunity or partnership? Employee relations., 25, 245-261.

Wright, P.M., McMahan, G.C., Snell, S.A. and Gerhart, B. (2001) Comparing line and HR executives’ perceptions of HR effectiveness: Services, roles and contributions. Human resource management., 40, 111-123.

Wright, P.M. & Snell, S.A. (2005). Partner or guardian? HR’s challenge in balancing value and values. Human resource management., 44, 177-182.

This list was last updated on 28/05/2015