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Module Reading List 2019/20

Human Resource Management, 2019/20, Semester 1, 2
Dr Ian Greenwood
Tutor information is taken from the Module Catalogue

Course Texts

A number of textbooks are available which cover most of the substantive areas included in the core course. Stephen Bach’s edited collection provides the closest fit with the content and ethos of the course, although this course is not comprehensive (this is provided to you as a free e-book):

Bach, S. and Edwards M. (ed.) (2013) Managing Human Resources: Human Resource Management in Transition Blackwell Publishing

It is recommended that you should buy at least one other text (many of these are accessible electronically through the library). The following texts are recommended:

Beardwell, I. and Claydon, T. (2010) Human Resource Management: A Contemporary Approach, Prentice Hall. 6th Edition  

Boxall, P. and Purcell, J. (2015) Strategy and Human Resource Management, Basingstoke: Palgrave MacMillan. Fourth Edition

Bratton, J. and Gold, J, (2017) Human Resource Management: Theory and Practice. Basingstoke: macmillan international, 6th edition. 

Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A. (2016) Human Resource Management at Work: people management and development London: CIPD. Kogan Page. 6th Edition.

Reiche, S.B., Harzing, A-W. and Tenzer, H. (2018) International Human Resource Management, London: Sage, 5th edition

Wilkinson, A., Redman, T. and Dundon, T. (2016) Contemporary Human Resource Management: Text and Cases. Pearson. 5th Edition.


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Individual Weekly Lecture Reading List


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Semester 1: HRM: Concepts and Contexts

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Lecture 1: What is HRM? Basic concepts, basic models

The aim will be to set the scene, what are key drivers of HRM, why HRM, what does it look like, what are some of the basic models that have emerged? Students will be introduced to ideas like ‘best fit’, ‘best practice’ etc. The lecture will also present a basic summary of the key argument of the course, in terms of what HRM is about, the tools that HR practitioners need and the central imperatives they should be concerned with.


Bach, S. and Edwards, M.R. (ed.) (2013) Managing Human Resources: Human Resource Management in Transition, 5th Edn Chichester: Wiley, pp. 3-17.   

Boselie, P. (2014) Strategic Human Resource Management: a Balanced Approach, London: McGraw Hill, chapters 1-2 OCR REQUESTED BY LIBRARY (SRJ 11/09/2017)  

Charlwood, A. and K. Hoque (2017) ‘People Management’ in A. Wilkinson, S. Armstrong and M. Lounsbury (eds) The Oxford Handbook of Management, Oxford: OUP (available online via the library website if you search for ‘oxford handbook of management’).

Additional sources:

Boudreau, J.W. and Ziskin, I (2011) ‘The future of HR and effective organisations’ Organizational dynamics.. 40(4): 255-266.

Bratton, J. and Gold, J. (2012) Human Resource Management: Theory and Practice, Basingstoke: Palgrave (Chapter 1 and 2).

Cooke, F., Shen, J. and McBride, A. (2005) ‘Outsourcing HR as competitive strategy’, Human resource management. ISSN: 0090-4848, 44, 4, pp 413-432.

Keenoy, T. (1990) ‘HRM: A Case of the Wolf in Sheep’s Clothing? ’ Personnel Review, 19(2): 3-9. Available as an Online Course Reading in Minerva 

Legge, K. (2004) Human Resource Management: Rhetorics and Realities, Basingstoke: Palgrave (Chapters 3 and 9).

Marchington, M., Grimshaw, D., Rubery, J. and Willmott, H. (2005) (eds.) Fragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies, Oxford: Oxford University Press (chapters 1 & 3)

Redman, T. and Wilkinson, A. (2013) Contemporary Human Resource Management: Text and Cases, Harlow: Prentice Hall (Chapter 1 and 2)

Storey, J. (2007) Human Resource Management a critical text, Thompson, London, 3rd edition (Chapter 1 and 2).

Sisson, K. and Storey, J. (2000) The Realities of Human Resource Management: Managing the Employment Relationship, Buckingham: Open University Press (Chapter 1)

Ulrich, D. (1998) ‘A new mandate for human resources’, Harvard Business Review, January/February, pp 124-34.

Walton, R. (1985) ‘From Control to Commitment in the Workplace’, Harvard business review. ISSN: 0017-8012, March/April

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Lecture 2: The nature of work: past, present and future

This will explore the nature of the basic relationships that exist at work and consider different theoretical approaches to work and employment. What is work? How do we understand the relations that exist at work? We will discuss the emrgence of factory system and its explanations from the standpoints of labour process theory and transactional costs. The discussion would focus on employer strategies and workers' ability to achieve preferable orgaisational and labour market outcomes. The discussion will look at labour mobility power and examine how it manifests in contemporary economy.


ISBN: 9780230522220 (pbk.) : £34.99; 023052222X (pbk.) : £34.9Smith, C.and Pun, N. (2006) 'The dormitory labour regime in China as a site for control and resistance', International journal of human resource management. ISSN: 0958-5192, 17(8): 1456-1470  

Thompson, P. and McHugh, D. (2003) Work organisations, Basingstoke- Palgrave, Part 2, pages 20-28   Available as an Online Course Reading in Minerva 

Additional sources:

Smith, C. (2015) 'Rediscovery of labour process' in Edgell, S. et al. (eds) Sage Handbook of Sociology of Work and EmploymentLondon

Hickson, D. and Pugh, D. (2007) Writers on organizations., Penguin, part 1 (the sections on Williamson and Chandler)

Thompson, P. and McHugh, D. (2003) Work organisations, Basingstoke- Palgrave, Chapter 1

Noon. M. Blyton, P. and Morrel, K. (2013) The realities of work : experiencing work and employment in contemporary society, London: Palgrave, Chapters 1 and 2

Smith, C. and Thompson, P. (2009) ‘Labour Power and Labour Process: Contesting the Marginality of the Sociology of Work’, Sociology. ISSN: 0038-0385, 43(5): 913-930

Thompson, P. and Smith, C. (2010) ' The State of the Labour Process debate after 25 years', in Thompson, P. and Smith, C. (eds) Working life : renewing labour process analysis ISBN: 9780230222236 (pbk.); 0230222234 (pbk.), London: MacMillan. Chapter 1

Smith, C. (2006) ‘The double indeterminacy of labour power: labour effort and labour mobility’, Work, employment and society. , 20(2): 389-402

Braverman, H. (1998) Labor and Monopoly capital: The degradation of work in the twentieth Century, New York: Monthly Review Press

Burawoy, M (1977) Manufacturing consent : changes in the labor process under monopoly capitalism, Chicago: University of Chicago Press

Edwards, R. (1979) Contested terrain : the transformation of the workplace in the twentieth century, New York: Basic Books

Chandler, A. (1977) The visible hand : the managerial revolution in American business, Cambridge: Harvard University Press

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Lecture 3: The changing nature of work

This will explore how the world of work is changing, with reference to key theoretical debates and key empirical developments. Has work and the experience of work fundamentally changed? Do some ‘models’ of work suggest a better future than others. A central concern will be the drive by policy-makers to encourage more flexible labour markets and the concerns and practices of employers to adopt more flexible strategies of labour utilisation (in terms of functional, numerical and temporal flexibility). Can we discern epochal shifts in a longitundinal sense? Empirically, it will look at labour markets shifts, new technological change and will introduce students to ideas such as employment security, precarity and good and bad jobs. This will engage with current debates around platform capitalism, the gig economy and zero hours contracts (suggestive of a shift to a particular form of flexibility predicated on the crude appropriation of absolute surplus value).


Peter Capelli – The Future of Work: How you Can Ride the Wave of Change – knowledge@Wharton  

Frey, C.B. and Osbourne, M.A. (2017) ‘The future of employment: how susceptible are jobs to computerisation’, Technological forecasting and social change. ISSN: 0040-1625, 114: 254-280  

Additional sources:

Brown, W. and Edwards, P. (2009) ‘Researching the changing workplace’, in W. Brown, A. Bryson, J. Forth and K. Whitfield (Eds.) The evolution of the modern workplace ISBN: 9780521514569 (hbk.); 0521514568 (hbk.). Cambridge University Press. 1-21

Capelli, P. (2013) ‘Classifying work work in the new economy’, The Academy of Management review. ISSN: 0363-7425, 38(4): 1-22

Graham, M., Hjorth, I. and Lehdonurth, V. (2017) ‘Digital labour and development: impacts of global digital labour platforms and the gig economy for worker livelihoods’, Transfer. ISSN: 1024-2589: European Review of Labour and Research: 23(2): 135-162 - Available online:

Kochan, T.A. (2016) Shaping the Future of Work : What Future Worker, Business, Government, and Education Leaders Need To Do For All To Prosper, Business Expert Press. Chapter 3 and 4

McBride, J. and Martinez Lucio, M. (2016) ‘Disaggregating and reaggregating work: workers, management and the struggle over creating coherency and purpose in a context of work degradation’, Human resource management journal. ISSN: 0954-5395, 28(4): 490-504

Spencer, D. (2017) ‘Work in and beyond the Second Machine Age: the politics or production and digital technologies’, Work, employment and society. ISSN: 0950-0170, 31(1): 142-152

Stuart, M., Grugulis, I., Tomlinson, J., Forde, C. and MacKenzie, R. (2013) ‘Reflections on work and employment into the 21st Century: between equal rights, force decides’, Work, employment and society., 27(3): 379-395

Standing, G. (2011) The Precariat: The New Dangerous Class. Chapters 1 and 2

Vidal, M. (2013) Postfordism as a Dysfunctional Accumulation Regime: A Comparative Analysis of the US, UK and Germany, Work, employment and society. ISSN: 0950-0170, 27(3): 451-471

Wood, A.J. (2017) ‘Powerful times: flexible discipline and schedule gifts at work’, Work, employment and society. ISSN: 0950-0170, DOI:

Online resources

Oxford Internet Institute -

Oxford Martin School, Technology and Employment programme -

The Berkeley Roundtable on the International Economy (BRIE) -

Guy Standing – What is the Precariat? -

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Lecture 4: (In)equalities at work: The dark side of HRM

To some extent this will pick up from lecture 3, but will situate within a wider mapping of trends in (in)equalities internationally. It will look at key data of relevance to HR, including pay disparities over time (by groups, high and low pay) and other indicators of labour market inequality across countries connected to gender and ethnicity. The lecture will address how do we understand and measure inequality and why this of interest to HR. It will explore how new and old forms of inequality and how HR can look to engage with and respond to this.

Acker, J. (2006) Inequality Regimes: Gender, Class, and Race in Organizations, Gender & society. ISSN: 0891-2432. 20(4): 441-464  

Atkinson, A. (2015) Inequality : what can be done? ISBN: 9780674504769 (alk. paper); 9780674287037 (ebook) Harvard University Press. Chapter 1 Setting the scene pp 9-44  

Additional sources:

Atkinson, A (2015) Inequality : what can be done? ISBN: 9780674504769 (alk. paper); 9780674287037 (ebook) Harvard University Press. Chapter 5 Employment and pay in the future pp-133-154

Noon, M. (2010) The shackled runner: time to rethink positive discrimination? Work, employment and society. ISSN: 0950-0170, 24(4): 728–73

Sayer, A (2015) Why we can't afford the rich [electronic resource] ISBN: 9781447320883 70 (NL). Bristol: Policy Press. Introduction

Schwab et al (2016) The Global Gender Gap Report 2016. Geneva: World Economic Forum.

Woodhams, C., Lupton, B., & Cowling, M. (2015). The snowballing penalty effect: Multiple disadvantage and pay. British journal of management. ISSN: 1045-3172 26(1): 63–77

Berthoud, R. (2000) Ethnic employment penalties in Britain. Journal of ethnic and migration studies. ISSN: 1369-183x. 26(3): 389-416

Castilla, E. J. (2008) Gender, Race, and Meritocracy in Organizational Careers, American Journal of Sociology. ISSN: 0002-9602, 113(6): 1479–1526

Laurison, D and Friedman, S (2016) The Class Pay Gap in Higher Professional and Managerial Occupations, American sociological review. ISSN: 0003-1224. 81(4): 668-695

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Lecture 5: Dignity at Work: HRM in SMEs

This lecture will be dedicated to the dynamics of managing employee relations in small-medium sized firms (SMEs). It will discuss how HRM practices in family-owned SMEs differ from HRM policies in big private and public organisations. The lecture will consider how specific HRM practices are applied in the context of SMEs. Students would be introduced to the concept of informality and explained how informality shapes interactions between firms' owners, manangers and workers. The lecture would also consider how the networks of family influence staffing policies in SMEs. Students would also learn about the role played by ethnic origins of business owners; the gendered division of labour within family-owned SMEs would also form part of the discussion. 

Key sources:

Ram, M. (2001) ‘Family dynamics in a small consultancy firm: a case study’, Human relations, 54(4): 395-418

Ram, M. et al. (2001) ‘The dynamics of informality: employment relations in small firms and the effects of regulatory change’, Work, Employment and Society, 15(4): 845-861


Additional sources:

Dundon, T. and Wilkinson, A. (2018) ‘HRM in small and medium-sized enterprises’ in Wood, G. and Collings, D. (2018) Human Resource Management: A Critical Introduction, London: Routledge, PDF version at

Cassell, K. et al. (2002) ‘Exploring human resource management practices in small and medium-sized enterprises’, Personnel Review, 31(6): 671-692

Baines, S. and Wheelock, J. (1998) ‘Reinventing traditional solutions: job creation, gender and he micro-business household’, Work, employment and society, 12(4): 579-601

Mullholland, K. (1997) ‘The family enterprise and business strategies’, Work, employment and society, 11(4): 685-711

Mulholland, K. (1996) ‘Gender power and property relations within entrepreneurial wealthy families’, Gender, work and organization, 3(2): 78-102

Holliday, R. and Letherby, G. (1993) ‘Happy families or poor relations? An exploration of family analogies in the small firm’, International small business journal, 11(2): 54-63

Ram, M. and Holliday, R. (1993) ‘Relative merits: family culture and kinship in small firms’, Sociology, 27(4): 629-648




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Lecture 6: The HR practitioner

Following on from the more general lecture on strategy formation, this session will look specifically at the changing role of HR as a professional function. It will locate HR historically and explore how contemporary HR functions are configured and changing. Students will be introduced to the outsourcing challenge and also how HR could increasingly take advantage of the potential of big data and HR analytics.


Ulrich, D., Younger, J. and Brockbank, W. (2008). ‘The Twenty-First Century HR Organization’. Human resource management. ISSN: 0090-4848, 47(4): 829–50.  

Breitfelder, Matthew D. and Wademan Dowling, Daisy (2008) ‘Why Did We Ever Go Into HR?’ Harvard business review. ISSN: 0017-8012, July/August.  

Additional sources:

Boudreau, John and Edward E. Lawler III (2014) Stubborn Traditionalism in HRM: Causes and Consequences. Human resource management review. ISSN: 1053-4822. 24(3): 232-244.

Caldwell, R. (2003). ‘The Changing Role of Personnel Managers: Old Ambiguities, New Uncertainties’. Journal of management studies. ISSN: 0022-2380, 40(4): 983–1004

Charlwood, A. and Hoque, K. (2017) Managing People: Understanding the Theory and Practice of Human Resource Management. In Adrian Wilkinson, Steven J Armstrong, Michael Lounsbury (eds.) The Oxford handbook of management ISBN: 9780191018954 (e-book). Oxford: OUP

Guest, David and Christopher Woodrow (2012). Exploring the Boundaries of Human Resource Managers’ Responsibilities. Journal of business ethics. ISSN: 0167-4544, 111(1): 109–119.

Pritchard. Katrina (2009). Becoming an HR strategic partner: tales of transition. Human resource management journal. ISSN: 0954-5395, 20(2): 175 – 188. 

Van Buren, Harry J., Michelle Greenwood and Cathy Sheehan. Strategic human resource management and the decline of employee focus. Human resource management review. ISSN: 1053-4822, 21(3): 209 – 219.

Welch, Catherine and Denice Welch (2012). What Do HR Managers Really Do? Management international review. ISSN: 0938-8249; 1861-8901, 52(4):597–617.

Wright, C. (2008) Reinventing human resource management: Business partners, internal consultants and the limits to professionalization. Human relations. ISSN: 0018-7267, 61(8): 1063 – 186 


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Lecture 7: Guest Speaker

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Lecture 8: Strategy and HRM

Thus far the module has sought to locate HRM within a wider set of debates, suggesting to students that they need a sensitive appreciation of, crudely put, context. Discussion of strategy would have been implicit. This lecture will therefore take a step back and explore in some detail what is strategy and how strategy is formed, covering different theories of strategy formation and contemporary discussion of HRM and strategy. This will include consideration of debates on strategy and structure (from Chandler to Hyman), planned v emergent strategy, strategic choice, what do managers do, the resource-based view etc. The lecture will start to raise questions about strategy, HRM and performance will leave a full consideration of performance until a little later.


Porter, Michael E. (1999) ‘What is Strategy?’ Harvard business review., November/December. Core 

Martin, Roger L. (2014) ‘The Big Lie of Strategic Planning’ Harvard business review., January/February. Core 

Additional sources:

Breitfelder, Matthew D. and Wademan Dowling, Daisy (2008) ‘Why Did We Ever Go Into HR?’ Harvard business review., July/August.

Collis, David J. and Montgomery Cynthia A. (2008) ‘Competing on Resources’ Harvard business review., July.

Porter, Michael E. (2008) ‘The Five Competitive Forces That Shape Strategy’ Harvard business review., January.

Prahalad, C.K. and Hamel, Gary (1990) ‘The Core Competence of the Corporation’ Harvard business review., May.

All Harvard Business Review articles can be accessed via the University of Leeds Library website when on-campus:


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Lecture 9: Models of HRM

This will look at employment systems and introduce students to conceptual ideas such as varieties of capitalism and institutional theory. The key aim will be to show how regimes of HRM are shaped by particular, nationally specific institutional configurations. Some critical reflections on this will be draw and some international reference points introduced through World systems theory and the tensions between core and periphery and the NIDL. The current lecture ‘HRM in global organisation’ could slot in here. The session will also touch on the activities of multi-national organisations and how HRM can be shaped by home and host country effects. The lecture will explicitly link back to debates on flexibility at work and the ongoing restructuring of capital, specifically in terms of downsizing and redundancy.


Edwards, T. and Ferner, A. (2013) The International HR Function', in Bach, S. and Edwards, M.R. (eds.) Managing human resources : human resource management in transition., Chichester: Wiley. Chapter 5  

Books and articles mentioned in the lecture:

Bartlett, C.A. and Ghoshal, S. (1989) Managing Across Borders. Boston: HBS.

Begin, J (1997) Comparative HRM, International journal of human resource management. ISSN: 0958-5192, 3(3): 379 – 408.

DiMaggio, P. and Powell, W. (1983). The Iron Cage Revisited: Institutional isomorphism and collective rationality in organizational fields. American sociological review. ISSN: 0003-1224, 48(2): 147 - 160.

Hofstede, G (2003) Culture's Consequences: Comparing values, behaviours and institutions across nations. London: Sage.

McSweeney, B. (2002) Hofstede’s Model of National Cultural Differences and their Consequences: A Triumph of Faith - a Failure of Analysis. Human Relations 55(1)

Pot, F and Paauwe, J (2004) Continuing Divergence of HRM Practices: US and European-Based Company Level Practices. Chapter eight in J. Paauwe, HRM and performance : achieving long-term viability ISBN: 9780199273911; 0199273901 : £60.00; 019927391X (pbk.) : £24.99Available as an Online Course Reading in Minerva 

Additional sources

Bartram, T., et al. (2015) Multinational enterprises and industrial relations: A research agenda for the 21st century. The journal of industrial relations. 57(2): 127-145.

Cavallini, M., et al. (2016) Home country advantage? The influence of Italian, German and Austrian employee representatives in the UniCredit European Works Council. European journal of industrial relations. 22(2): 115-130.

Clibborn, S. (2012) Local Responses to a Global Downturn: Labour Adjustment in Two Multinational Companies. The journal of industrial relations. 54(1): 41-56.

Dufour-Poirier, M. and M.-A. Hennebert (2015) The transnationalization of trade union action within multinational corporations: A comparative perspective. Economic and industrial democracy. 36(1): 73-98.

Ferner, A. and Quintanilla, J. (1998) ‘Multinationals, National Business Systems, and HRM: the enduring influence of national identity or a process of “Anglo-Saxonisation”’ International journal of human resource management. 9(4): 710:731.

Hertwig, M. (2015) European Works Councils and the Crisis: Change and Resistance in Cross-Border Employee Representation at Honda and Toyota. British Journal of Industrial Relations. 53(2): 326-349.

Hollingshead, G. (2010) International and comparative human resource management, London: McGraw-Hill Available as an Online Course Reading in Minerva. Chapter 3  

Lévesque, C., et al. (2015) Labour relations policies in multinational companies: A three-country study of power dynamics. The journal of industrial relations. 57(2): 187-209.

Marginson, P., et al. (2013) Variation in Approaches to European Works Councils in Multinational Companies. Industrial and labor relations review. 66(3): 618-644.

Murray, G., et al. (2014) The ‘hollowing out’ of the national subsidiary in multinational companies: is it happening, does it matter, what are the strategic consequences? Transfer.: European Review of Labour and Research 20(2): 217-236.

Pulignano, V. and M. Keune (2015) Understanding varieties of flexibility and security in multinationals: Product markets, institutional variation and local bargaining. European journal of industrial relations. 21(1): 5-21.

Zhu, J. S. (2015) Chinese multinational corporations’ responses to host country trade unions: An eclectic approach, The journal of industrial relations. 57(2): 232-249



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Lecture 10: HRM and performance – can the challenges be reconciled?

Much of the first semester has focused on the big picture and the key challenges and dilemmas facing HRM. It has shown that a range of different models, practices and outcomes are possible. It has highlighted that corporates are restructuring in ways that can have deleterious effects on workers, but it has also considered the possibility of good job, employment regulations, rights at work, equalities and CSR. This session will explore whether ‘good’ or ‘bad’ HRM makes a difference to performance – can HRM ‘have its cake and eat it’. In doing so it will also interrogate some of the methodological complexities and challenges in the HRM debate?


Guest, David (2011). Human Resource Management and Performance: Still Searching for Some Answers. Human resource management journal. ISSN: 0954-5395, 21(1): 3 – 13.  

Pfeffer, Jeffrey and John Veiga (1999). Putting People First For Organisational Success. The Academy of Management executive. ISSN: 0896-3789, 12(2): 37 – 48.  

Additional sources:

Bacon, Nick (2001). Competitive Advantage Through Human Resource Management: Best practices or core competencies?. Human relations. ISSN: 0018-7267

Birdi, Kamal, Chris Clegg, Malcolm Patterson, Andrew Robinson, Chris Stride, Toby Wall and Stephen Wood (2008). The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study. Personnel psychology. ISSN: 0031-5826, 61(3): 467 – 501.

Bloom, Nick, Benn Eifert, Aprajit Mahajan, David McKenzie, and John Roberts (2013). Does management matter: evidence from India. The quarterly journal of economics. ISSN: 0033-5533, 128(1): 1 – 51.

Harter, James, Frank Schmidt and Theodore Hayes (2002). Journal of Applied Psychology. ISSN: 0021-9010, 87(2): 268 – 279.

Huselid, Mark (1997). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. Academy of Management journal. ISSN: 0001-4273, 38(3): 635 – 672.

Thompson, Paul (2003). Disconnected Capitalism. Or Why Employers Can’t Keep Their Side of the Bargain. Work, employment and society. ISSN: 0950-0170, 17(2): 359 – 378.

Wall, Toby and Stephen Wood (2005). The Romance of Human Resource Management and Business Performance, and the Case for Big Science. Human relations. ISSN: 0018-7267, 58(4): 429 – 462.


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Semester 2: HRM in application and practice


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Lecture 11: Workforce planning and analytics

Can we predict the future? Forecasting future skills needs, scenario planning: planning for growth and decline, HRIS and the datafication of HR; HR analytics: promise and reality


Cappelli, Peter and JR Keller (2014). Talent Management: Conceptual Approaches and Practical Challenges. Annual Review of Organizational Psychology and Organizational Behaviour. 1:305–31. or  

Levenson, Alec and Alexis Fink (2017) Workforce Planning That Really Is Strategic.  

Additional sources:

Boudreau, John (2012) Decision logic in evidence-based management: Can logical models from other disciplines improve evidence-based human resource decisions? In Rousseau, D. (Ed.). The Oxford handbook of evidence-based management. (pp. 223-248, ch. 13). Oxford: Oxford University Press.

Cappelli, Peter (2008) Talent Management for the Twenty First Century. Harvard business review. ISSN: 0017-8012, March.

Dubois, Carl-Ardy and Debbie Singh. From staff-mix to skill-mix and beyond: towards a systemic approach to health workforce management, Human resources for health [electronic resource]. ISSN: 1478-4491, 7:87.

Health Education England (2016) Workforce Plan for England 2016 – 2017. Especially pages 26 – 34 and 37 -51.


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Lecture 12: Strategic resourcing: recruitment and selection

Defining recruitment and selection, recruitment methods, employee branding, selection methods, bias in selection decision making, evaluating the effectiveness of recruitment and selection


Bryson, J., James, S. and Keep, E. (2013) ‘Recruitment and selection’, in Bach, S. and Edwards, M.R. (Eds.) Managing human resources : human resource management in transition. ISBN: 9781119991533 (pbk.) : £34.99; 1119991536 (pbk.) : £34.99; 9781118509975 (Adobe PDF); 9781118509982 (ePub); 9781118509999 ( MobiPocket). Chichester, Wiley. Chapter 7: 125-149  

Timming, A., Nickson, D., Re, D. and Perrett, D. (2017) ‘What do you think of my ink? Assessing the effects of body art on employment chances’, Human resource management. ISSN: 0090-4848, 56(1): 133-149  

Additional sources:

Callaghan, G. and Thompson, P. (2002) ‘We recruit attitude’: The selection and shaping of routine call centre labour, Journal of Management Studies., 39(2): 233-254.

Curran, M.j, Draus, P., Schrager, M. and Zappala, S. (2014) ‘College students and HR professionals: conflicting views on information available on Facebook’, Human resource management journal. ISSN: 0954-5395, 24(4): 442-458

Fernandez-Araoz, C. (2014) 21st Century talent spotting, Harvard business review. ISSN: 0017-8012, 92(6) June: 46-56

Kaufmann, M., Krings, F. and Sczesny, S. (2016) ‘Looking too old? How an older age appearance reduces chances of being hired’, British journal of management. ISSN: 1045-3172, 27(4): 727-739

Noon, M., Healy, G., Forson, C. and Oikelone, F. (2013) ‘The equality effects of the hyper-formalization of selection’, British journal of management. ISSN: 1045-3172, 24(3): 333-346

Rowley, C., Nankervis, A. and Warner, M. (2014) ‘Global and local resourcing’, in Anne-Wil Harzing and Ashley Pinnington (eds) International Human Resource Management. Sage

Sparrow, P. (2007) ‘Globalisation of HR at functional level: four UK based case studies of the international recruitment and selection process’, International journal of human resource management. ISSN: 0958-5192, 18(5): 845-867

Quack, S., O’Reilly, J. and Hildebrant, S. (1995) ‘Structural change: training and recruitment in retail banking in Germany, Britain and France’, International journal of human resource management. ISSN: 0958-5192, 6(4): 759-794

Wilkinson, A., Redman, T. and Dundon, T. (2016) Contemporary Human Resource Management: Text and Cases. Pearson. 5th Edition. Chapter 3 and 4.


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Lecture 13: Reward management

The basics of different types of payment system, links to the previous lecture in terms of a consideration of performance related pay and IPRP. It will connect with debates introduced in S1lecture 8 on high and low pay, notably in terms of the increasing disparity between the two – can anything be done about low pay and can high pay be controlled?


Irena Grugulis (2017) A very short, fairly interesting and reasonably cheap book about human resource management ISBN: 9781446200810 (pbk.) : £15.99; 9781446200803 (hbk.) : £47.99; 9781473987630 (ePub ebook) : £12.99; 9781473986879 (ebook) : £12.99, Sage. Chapter 4 Pay and Reward Available as an Online Course Reading in Minerva  

Pfeffer, J. (1998) ‘Six Dangerous myths about pay’, Harvard business review. ISSN: 0017-8012,  

Additional sources:

Grimshaw, D., Bosch, G. and Rubery, J. (2014) ‘Minimum wages and collective bargaining: what types of pay bargaining can foster pay equity outcomes’, British Journal of Industrial Relations. ISSN: 0007-1080, 52(3): 470-498

Huang, W. (2016) ‘Responsible pay: managing compliance, organisational efficiency and fairness in the choice of pay systems in China’s automobile companies’, International journal of human resource management. ISSN: 0958-5192, 27(18): 2161-2181

International Labour Office, ‘Global Wage Report 2016/2017: Wage Inequality in the Workplace’, Geneva – see link for full report and a range of useful online resources

Kessler, Ian (2013) ‘Remuneration Systems’, in Bach, S. and Edwards, M.R. (Eds.) Managing human resources : human resource management in transition. ISBN: 9781119991533 (pbk.) : £34.99; 1119991536 (pbk.) : £34.99; 9781118509975 (Adobe PDF); 9781118509982 (ePub); 9781118509999 ( MobiPocket). Chichester, Wiley. Chapter 12: 243-267

Lin, Z., Kelly, J. and Trenberth, L. (2011) ‘Antecedents and consequences of the introduction of flexible benefits plans in China’, International journal of human resource management. ISSN: 0958-5192, 22(5): 1128-1145

Ogbonnaga, C. Daniel, K. and Nielsen, K. (2017) ‘Does Contingent Pay Encourage Positive Employee Attitudes and Intensify Work’, Human resource management journal. ISSN: 0954-5395, 27(1)

Shaw,D.J. (2015) ‘Let the evidence speak again! Financial incentives are more effective than we thought’, Human resource management journal. ISSN: 0954-5395, 25(3): 281-293

Standing, G. (2017) Basic income : and how we can make it happen ISBN: 9780141985480 (pbk.) : £8.99, Pelican Books. Chapters 4 and 8

Wilkinson, A., Redman, T. and Dundon, T. (2016) Contemporary Human Resource Management: Text and Cases. Pearson. 5th Edition. Chapter 6.

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Lecture 14: Performance management and surveillance at work

The session will performance management in an historical context, including appraisal and the ongoing problem managers’ face in ‘playing God’. It will explore in a practical sense the problem of evaluating effective individual performance and will consider some contemporary practice. There is some evidence that the annual appraisal is in decline, but this is not clear. What is clear is a trend towards on the one hand more engagement and mentoring and on the other more monitoring, including various types of surveillance that are increasingly highly personal and intrusive (eg around wearables and technological monitoring).


Bach, S. (2013) ‘Performance Management’, in Bach, S. and Edwards, M.R. (eds.) Managing Human Resources: Human Resource Management in Transition, Chichester: Wiley. Chapter 11: 221-242  

Peter Capelli and Anna Tavis (2016) The performance Management Revolution, Harvard business review. ISSN: 0017-8012, October 

Additional sources:

Varman, A. and Budwar, P. (2014) ‘Global performance management’, in Anne-Wil Harzing and Ashley Pinnington (eds) International Human Resource Management. Sage

Brown, M and Benson, J. (2003) Rated to exhaustion? Reactions to performance appraisal processes. Industrial relations Journal., 34(1): 67-81

Lori Goler, Janelle Gale and Adam Grant (2016) Let’s not Kill Performance Evaluations Yet, Harvard business review. ISSN: 0017-8012, November

Gu, F. and Nolan, J. (2017) ‘Performance appraisal in western and local banks in China: the influence of firm ownership on the perceived importance of Guanxi’, International journal of human resource management. ISSN: 0958-5192, 28(10) 1433-1453

Franco-Santos, M. and Doherty, N. (2017) ‘Performance management and wellbeing: a close look at the changing nature of the UK higher education workplace’, International journal of human resource management. ISSN: 0958-5192, 28(16): 2319-2350

Newton, T. and Findlay, P. (1996) ‘Playing God? The Performance of Appraisal’, Human resource management journal., 1(2)

Erin Reid and Lakshmi Ramarajan (2016) Managing the High Intensity Workforce, Harvard business review. ISSN: 0017-8012, June

Wilkinson, A., Redman, T. and Dundon, T. (2016) Contemporary Human Resource Management: Text and Cases. Pearson. 5th Edition. Chapter 7.


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Lecture 15: Training, Development and Workplace Learning

The session will explore why training is central to HRM, it will look at trends in training practice and consider why firms may not rationally invest in training. Given the collective good problem how do different national systems respond and how does this shape training outcomes?


Grugulis, I. (2013) ‘Skills and Training’, in Bach, S. and Edwards, M.R. (Eds.) Managing human resources : human resource management in transition. ISBN: 9781119991533 (pbk.) : £34.99; 1119991536 (pbk.) : £34.99; 9781118509975 (Adobe PDF); 9781118509982 (ePub); 9781118509999 ( MobiPocket). Chichester, Wiley. Chapter 9: 178-197  

Lloyd, C. and Payne, J. 2013. Changing job roles in the Norwegian and UK fitness industry: in search of national institutional effectsWork, employment and society. ISSN: 0950-0170 27(1), pp. 3-20.  

Additional sources:

Felstead, A., Gallie, D., Green, F. and Inanc, H. (2015) ‘Fits, misfits and interactions: learning at work, job satisfaction and job-related well bring’, Human resource management journal. ISSN: 0954-5395, 25(3): 294-310

Finegold, D. and Soskice, D. (1988) ‘The failure of training in Britain: analysis and prescription, Oxford review of economic policy. ISSN: 0266-903X. 4(3): 21-52

Green, F. (2013) Skills and skilled work : an economic and social analysis ISBN: 9780199642854 (hbk.). Oxford. OUP. Chapter 8: 117-140

Grugulis, I. and Stoyanova, D. (2011) ‘Skill and Performance’, British Journal of Industrial Relations., 49 (3): 515–536.

Lloyd, C. and Payne, J. 2016. Skills in the age of over-qualification : comparing service sector work in Europe ISBN: 9780199672356; 0199672350. Oxford University Press. Chapter 2.

Martinez Lucio, M., Skule, S., Kruse, W. and Trappmann, V. (2007) ‘Regulating skills formation in Europe: German, Norwegian and Spanish policies on transferable skills, European journal of industrial relations. ISSN: 0959-6801, 13(3): 323-340

Mason, G., Van Ark, B. and Wagner, K. (1996) ‘Workforce skills, product quality and economic performance’, in Booth, A. and Snower, D. (eds) Acquiring skills : market failures, their symptoms and policy responses ISBN: 0521479576 (pbk); 0521472059. Cambridge: Cambridge University Press

Streeck, W. (1989) ‘Skills and the limits of neo-liberalism: the enterprise of the future as a place of learning’, Work, employment and society. ISSN: 0950-0170, 3(1): 89-104

Stuart, M. and Huzzard, T. (2016) ‘Unions, the skills agenda and workforce development’, in Buchanan, J., Finegold, D., Mayhew, K., and Warhurst, C. (eds) The Oxford handbook of skills and training ISBN: 9780191628115 (e-book). Oxford: Oxford University Press: 241-260

Thelen, K. (2004) How institutions evolve : the political economy of skills in Germany, Britain, the United States, and Japan ISBN: 0521546745 (pbk.); 0521837685, Cambridge: Cambridge University Press.


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Lecture 16: Guest Speaker


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Lecture 17: Diversity Management

Builds from session on recruitment but explores equality and diversity management more systematically in terms of organisational practice including for example issues connected with pay and progression. What does diversity mean for HR managers and what are the challenges for effective inclusion at work? This session will also look at various means of intervention in terms of E&D policy and notably debates around voluntary targets, positive action and arguments for and against the use of positive discrimination to address longstanding inequalities in organisational contexts.


Noon, M. (2010) The shackled runner: time to rethink positive discrimination? Work, employment and society. ISSN: 0950-0170, 24(4): 728–739 

EHRC (2010) How fair is Britain? Equality, Human Rights and Good Relations in 2010.  

Additional sources:

Noon, M. (2012) Simply the best? The case for using threshold selection in hiring decisions’, Human resource management journal. ISSN: 0954-5395. 22 (1): 76-88.

Noon, M. and Oswick, K. (2014) Discourses of Equality, Diversity and Inclusion. British journal of management. ISSN: 1045-3172, 25, 23-39.

Shen, J., Chanda, A., D’Netto, B. and Monga, M. (2009) ‘Managing diversity through human resource management: an international perspective and conceptual framework’. International journal of human resource management. ISSN: 0958-5192. 20 (2): 235-51

Dickens, L. (2005) ‘Walking the Talk? Equality and Diversity in Employment’, in Bach, S. (ed.) Managing human resources : personnel management in transition ISBN: 1405152109 (e-book); 1405118512 (pbk) : £26.99; 1405118504 (hbk) : £60.00 (4th edition). Oxford: Blackwell: 178-208.

Lorbiecki, A. and Jack, G. (2000) 'Critical Turns in the Evolution of Diversity Management' British journal of management. ISSN: 1045-3172, 11(3): S17–S31

Foster, C. and Harris, L. (2005) ‘Easy to say, difficult to do: diversity management in retail.’ In Human resource management journal. ISSN: 0954-5395, 15(3), 4-17.


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Lecture 18: Flexible Working Arrangements and Work-Life Balance

This session, to some extent with the final lecture, will look to draw together from across the previous sessions on practice to look at bigger issues. Given increasingly challenging lives, and the drive from employers for increased flexibility in work, what options exist to improve the reconciliation of work and life. The session will look in detail at different forms of flexible working arrangements, and will consider what types of practices are well established and what practices are emerging. What FWAs do employees want and how does this correspond with what FWAs employers offer? What drives exist for improving the offer and take-up of FWAs and WLB? How can HR look to measure the difference that makes?


Berg, P, Bosch, G, Charest, J (2014) Working-time configurations: a framework for analysing diversity across countries. Industrial and labor relations review. ISSN: 0019-7939; 2162-271X, 67 (3), July 2014, pp. 805-837  

Additional sources:

Gerstel N. and Clawson D. (2014) Class Advantage and the Gender Divide: Flexibility on the Job and at Home, American Journal of Sociology. ISSN: 0002-9602, 120(2): 395-431.  

Kossek E, Ollier-Malaterre A, Lee MD, et al (2015) Line managers’ rationales for professionals’ reduced load work in embracing and ambivalent organizations’. Human resource management. ,

Tomlinson, J. Baird, M, Berg, P and Cooper, R. (2017) Conceptualising flexible careers – advancing research, scholarship and practice. Human relations., online first from September.

Lambert, S. (2008) Passing the buck: labor flexibility practices that transfer risk onto hourly workers. Human relations. ISSN: 0018-7267, 61 (9): 1203-1277

Pennycook et al (2014) A matter of time: the rise of zero hour contracts. London: Resolution Foundation - Available online:

van Wanrooy B, Bewley H, Bryson A et al (2013) Chapter 3: Employment and Flexible working in Employment relations in the shadow of recession : findings from the 2011 Workplace Employment Relations Study ISBN: 9781137275769 (pbk.); 9781137275776 (hbk.); 9781137275783 (ebook). London Palgrave Macmillan.

Rubery J Grimshaw D, Hebson G, et al (2015) “It's All About Time”: Time as Contested Terrain in the Management and Experience of Domiciliary Care Work in England. Human resource management. ISSN: 0090-4848, 54(5): 753-772

Wilkinson, K. Tomlinson, J and Gardiner, J. (2017) Exploring the work–life challenges and dilemmas faced by managers and professionals who live alone, Work, employment and society. ISSN: 0950-0170. 31(4): 640-656

Lewis, S., Anderson, D. Lyonette, C., Payne, N. and Wood S (2017) Public sector austerity cuts in Britain and the changing discourse of work–life balance, Work, employment and society. ISSN: 0950-0170, 31(4): 586–604.

Bessa, I. and Tomlinson, J. (2017) 'Established, accelerated and emergent themes in flexible work research', The journal of industrial relations, 59(2): 153-169


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Lecture 19: Voice, representation and the ‘high involvement workplace’

This lecture will look at how to develop forms of employee voice and involve employees in decision-making at work and around their working lives. It will consider standard practices around communication, involvement and participation and more recent debates on voice and employee engagement. Some particular consideration will be given to the dynamics of formal and informal mechanisms of employee voice in the context of declining union representation and the emergence of non- union forms of representation. Connections will be made to debates on performance in terms of the idea of high involvement workplaces, and the contested relationship between Employee Involvement and Participation and employee satisfaction. Expanding the lens beyond Western countries, formal and informal mechanisms of EIP arising in the in the face of major socio-economic in emerging and developing countries will be finally considered.


Dundon, T. & Wilkinson, A. (2017) Employee Involvement and Participation (Chapter 16) In: A. Wilkinson, Redman, T. & Dundon, T. (eds.). Contemporary Human Resource Management : Text and Cases, 5e.  5th ed. London: Pearson, p. 407-424. Chapter 16th on Employee.Involvement and Participation available on Minerva under Online reading folder. 
 Available as an Online Course Reading in Minerva 

Marchington, M. and Suter, J. (2013) Where Informality Really Matters: Patterns of Employee Involvement and Participation (EIP) in a Non‐Union Firm. Industrial relations. ISSN: 0019-8676: A Journal of Economy and Society, 01/2013, Volume 52 p. 284-313

Additional sources:

Ackers, P., Marchington, M., Wilkinson, A., & Dundon, T. (2006). Employee Participation in Britain: From Collective Bargaining & Industrial Democracy to Employee Involvement & Social Partnership--Two Decades of Manchester/Loughborough Research. Decision (0304-0941), 33(1). - Available online:

Gollan, P., Kaufman, B., Taras, D. & Wilkinson, A. 2015 (eds.). Introduction. Voice and involvement at work : experience with non-union representation. New York: Routledge-Routledge research in employment relations, 33 (purchase order put through library)

Dundon, T., Wilkinson, A., Marchington, M. and Ackers, P. (2004) ‘The meanings and purpose of employee voice’, International journal of human resource management. ISSN: 0958-5192, 15(6): 1149-1170

Gunawardana, S. J. (2014). Reframing employee voice: a case study in Sri Lanka’s export processing zones. Work, employment and society. ISSN: 0950-0170, 28(3), 452-468.

Johnstone S. and P. Ackers (eds), (2015) Finding a Voice at Work? New perspectives on employment relations, Oxford: Oxford University Press. First edition

Kaufman, B. E. (2015). Theorising determinants of employee voice: an integrative model across disciplines and levels of analysis. Human resource management journal. ISSN: 0954-5395, 25(1), 19-40.

Marchington, M. and Suter, J. (2013) Where Informality Really Matters: Patterns of Employee Involvement and Participation (EIP) in a Non‐Union Firm. Industrial relations. ISSN: 0019-8676: A Journal of Economy and Society, 01/2013, Volume 52 p. 284-313

Martinez Lucio, M., & Stuart, M. (2004). Swimming against the tide: social partnership, mutual gains and the revival of ‘tired’ HRM. International journal of human resource management. ISSN: 0958-5192, 15(2), 410-424.

Tailby (2013) Employee Representation. In Bach, S. and Edwards, M.R. (2013) (eds.) Managing human resources : human resource management in transition, Chichester: Wiley

WERS (2012), The 2011 Workplace Employment Relations Study Available at:

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Lecture 20: The ethical dimension of HRM and CSR

This will pick up from the previous lecture by considering in a more conceptual sense issues around ethics. It will also introduce and explore the concept of CSR and consider the role that HR can play in the introduction of labour standards across supply chains. Is it possible to manage HR in an ethical way? What does this mean in terms of corporate restructuring, flexible working practices, representation at work etc.


Fang Lee Cooke (2014) ‘CSR and sustainability through ethical HRM’, in Anne-Wil Harzing and Ashley Pinnington (eds) International Human Resource Management. Sage  

Greenwood, M. (2013) Ethical Analyses of HRM: A Review and Research Agenda. Journal of business ethics. ISSN: 0167-4544 114:355–366  

Additional sources

Banerjee, S. B. (2008) Corporate Social Responsibility: The Good, the Bad and the Ugly. Critical sociology, 34(1): 51-79.

Bluhm, K. andTrappmann, V. (2015) Corporate Social Responsibility and Executives’ Attitudes in Germany, Poland and Hungary. In: Warsaw Forum of Economic Sociology 6:2 (12), 7-36. Available online at:

Bolton, S. and Houlihan, M. (2007). Searching for the human in human resource management : theory, practice and workplace contexts ISBN: 9780230019355 (pbk.) : £25.99; 0230019358 (pbk.) : £25.99. London: Palgrave Macmillan.

Campbell, J.L. (2007) Why Would Corporations Behave in Socially Responsible Ways? An Institutional "Theory of Corporate Social Responsibility’. The Academy of Management Review., 3: 946–967.

Crane A. et al. (2008) The Oxford handbook of corporate social responsibility ISBN: 9780199573943 (pbk.); 0199573948; 9780199211593; 0199211590. Oxford: Oxford University Press.

Deckop, J. and Giacalone, R. and Jurkiewicz, C. L. (2006). Human resource management ethics ISBN: 9781593115272 (pbk.); 9781593115289 (hardback); 1593115288 (hardback); 159311527X (pbk.). Greenwich, CT: Information Age.

Garriga, E. andMelé, D. (2004) Corporate Social Responsibility Theories: Mapping the Territory. Journal of Business Ethics., 53(1): 51-71.

Marques-Palacious, D. and Caranana-Devece, C. (2013) ‘Policies to support CSR: the Case of Telefonica, Human resource management. ISSN: 0090-4848, 52(1): 145-152

Matten, D. and Moon, J. (2008) ‘Implicit’ and ‘Explicit’ CSR: A conceptual framework for a comparative understanding of corporate social responsibility. The Academy of Management Review., 33(2): 404-424.

Moon, J. (2014) Corporate social responsibility: a very short introduction. Oxford: Oxford University Press. Chapter 1

Sheehy, B. (2015) Defining CSR: Problems and Solutions. Journal of Business Ethics, 131(3): 625-648.


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Lecture 21: Revision lecture

This list was last updated on 07/10/2019