SCHOOL OF MANAGEMENT
Course Specification 2011-12
Code:
MN207 1B
Title:
Prerequisites:
Co-ordinator:
Human Resource Management (HRM)
MN100 1B
Dr. Vidu Badigannavar
Course Staff
Dr. Chin-Ju Tsai, Dr. Yu Zheng, Mr Vivek Soundarajan, Mr Zaheer Khan.
The aim of this course is to provide students with a critical understanding of theory, policy and practice in
the field of HRM. Students are expected to gain a broad appreciation of the major current themes and
debates in the field. While the main emphasis is on the nature of HR policies and practices in organisations,
the programme also concentrates on the contextual labour market and political factors that shape HR policy
choices. The objective is to give students an understanding of the main concepts and models that underpin
HRM, as well as a critical assessment of the relationship between HRM theory and practice in
contemporary workplaces.
Aims:
Learning
Outcomes:
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Course
Content:
Teaching &
Learning
Methods
Key
Bibliography:
In-course
Feedback:
Assessment:
Course Value:
1
Status:
Optional (Management)
Availability:
Recommended:
Autumn/Spring
Understand how changes in the labour market, organisational structures and political regulation
influence HR policy choices
Understand the strategic significance of HRM for organisations.
Distinguish trends in employee management in a range of workplaces, including unionised, non-union
and public sector organisations
Explain the rationale for a range of specific HRM policies and practices, such as recruitment and
selection, appraisal and rewards and, equal opportunities policies
Assess the problems associated with the design and implementation of HRM policies and practices, as
well as their impact on employees
Introduction to HRM
HRM and Strategy
Human Resource Planning
Employment Relationship
Motivation and Effort
Employee Involvement and Participation
Discrimination in Labour Markets
Trade Unions and HRM
Conflict and Resistance at Work
Autumn Term Review
Int. Labour Market Regulations
People Management in a Global Context
International HRM
Recruitment and Selection
Human Resource Development
HRM & Flexibility
HR Costing and Accounting
Reward and Performance Management
Knowledge Management
Spring Term Review
The course is based around a series of 20 one-hour lectures, which will be delivered by the course team.
The aim of these lectures is to outline the main points of each topic, but these can only be understood and
appreciated fully with private study. In addition, there will be eight two-hour long workshops, four to take
place in each term. These workshops are concentrated later in both terms in order to allow you the time to
read widely around the relevant subjects.
Lecture Time: Tuesday 2 to 3 pm
Room: Main Lecture Theatre.
Allocation to Workshops: You will be allocated in advance to one of the workshops. If your allocated
workshop is at the same time as another lecture or workshop you can be placed in a different workshop that
fits in with your timetable. You can only change workshops in the event of a timetable clash.
Beardwell, J. and Claydon, T. (2007) Human Resource Management: A Contemporary
Approach 5th Edition, FT Prentice Hall.
Feedback will be provided during workshops and through assessment of the written assignment. Standard
School of Management course evaluation forms will be distributed usually in the last week of Autumn and
Spring Terms.
(1) An examination (70%) (2) One written assignment (20%) (3) One workshop presentation (10%)
MN207 is a full unit course which requires one written assignment worth 20% of the final course mark, one
class presentation worth 10% of the final course mark. The remaining 70% is determined by your exam
performance in the Summer term.
The information contained in this course outline is correct at the time of publication, but may be subject to change as part of the Department’s
policy of continuous improvement and development. Every effort will be made to notify you of any such changes.
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MN207 – Human Resource Management– 2011-12
ROYAL HOLLOWAY
UNIVERSITY OF LONDON
School of Management
MN207: HUMAN RESOURCE MANAGEMENT
2011-12
COURSE OUTLINE
COURSE CO-ORDINATOR:
Dr.Vidu Badigannavar
vidu.badigannavar@rhul.ac.uk
COURSE TEAM:
Dr. Chin-Ju Tsai
Chin-Ju.Tsai@rhul.ac.uk
Dr. Yu Zheng
Yu.Zheng@rhul.ac.uk
Mr Zaheer Khan
khan.zaheer@gmail.com
Mr. Vivek Soundarajan.
Vivek.Soundararajan.2010@live.rhul.ac.uk
COURSE OUTLINE:
This course examines the significance of HRM in organisations. In the first term, we will
explore the links between product market strategies and HR, the role of HR planning in
workforce management, and HR polices such as employee involvement and participation
including the role of trade unions in employment relationship. In the second term, we will
broadly examine the theme of international employment relations including regulation of
labour markets, international and comparative HRM, and then turn our attention to specific
HRM practices such as recruitment and selection, flexibility at work, reward and performance
management and HR costing and accounting.
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MN207 – Human Resource Management– 2011-12
AIMS OF THE COURSE:
The aim of this subject is to provide students with a critical understanding of theory, policy
and practice in the field of human resource management. Students are expected to gain a
broad appreciation of the major themes and debates in the field. While the main emphasis is
on the nature of human resource management policies and practices in organisations, the
programme also concentrates on the contextual labour market and political factors that shape
human resource management policy choices. The objective is to give students an
understanding of the main concepts and models that underpin human resource management,
as well as a critical assessment of the relationship between theory and practice in human
resource management in contemporary workplaces.
LEARNING OUTCOMES – INTELLECTUAL
On completion of the subject students should be able to:
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understand the implications of changes in the labour market, organisational structures and
political regulation for human resource management policy choices
demonstrate a detailed understanding of the major analytical concepts and models in
human resource management, including notions of ‘soft’ and ‘hard’ HRM; normative
models of HRM; strategy and fit in HRM.
distinguish trends in employee management in a range of workplaces, including
unionised, non-union, manufacturing and, services sector
explain the rationale for a range of specific HRM policies and practices, such as
recruitment and selection, appraisal and rewards, and equal opportunities
assess the problems associated with the design and implementation of HRM policies and
practices, as well as their impact on employees
LEARNING OUTCOMES – GENERIC SKILLS
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develop written work which relies upon theory and evidence
offer a reasoned and critical argument in seminars
participate in class discussion and debates
employ both quantitative and qualitative evidence in an argument
COURSE ORGANISATION:
The course is based around a series of 20 one-hour lectures, which will be delivered by the
course team. The aim of these lectures is to outline the main points of each topic, but these
can only be understood and appreciated fully with private study. In addition, there will be
eight two-hour long workshops, four to take place in each term. These workshops are
concentrated later in both terms in order to allow you the time to read widely around the
relevant subjects.
Lecture Time:
Room:
Tuesday 2 to 3 pm
Main Lecture Theatre (MLT)
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MN207 – Human Resource Management– 2011-12
Allocation to Workshops:
You will be allocated in advance to one of the workshops. The precise timetable for
workshop groups will be posted on Moodle one week before the start of the workshops.
It is your responsibility to check your workshop times, days and dates.
Workshops will start on Monday 10th of Oct 2011 Please check the timetable for dates
time and venue for your workshop group.
Attendance and participation in workshops is essential. If your allocated workshop is at the
same time as another lecture or workshop you can be placed in a different workshop that fits
in with your timetable. You can only change workshops in the event of a timetable clash.
Change of workshop forms are available from the School of Management Reception.
ASSESSMENT:
Assessment for this subject will involve:
(1)
(2)
(3)
An examination (70%)
One written assignments (20%)
One workshop presentation (10%)
MN207 is a full unit course which requires one written assignment worth 20% of the final
course mark. One student presentation worth 10% of the final course mark and the remaining
70% is determined by your exam performance in the Summer term.
Essay requirements:
The essay is due by 12pm on Monday 16th January 2012. Two copies of the assignment, of
not more than 2500 words, must be handed in to the Reception. Work must be typed and
contain an accurate word count. Please keep a copy of all work submitted. You may not sit
the exam without completing this work. Extensions are given in only exceptional
circumstances, and work received late is subject to a range of penalties (see student
handbook).
A successful essay is one that uses both theory and evidence to answer, directly, the set
question. This requires that you read widely, not just the set texts for the chosen assignment
topic. Students are directed to look at the advice in the handbook, and to ensure that they
follow the Harvard system for referencing and bibliography. The course team will employ all
resources at their disposal to detect plagiarism. Students who cheat in this way will be
subject to a range of penalties.
Essay questions
Essay questions will be posted on Moodle in the middle of autumn term.
Student presentation in workshops:
In the first workshop you will be assigned to a small group of students and your group will be
given a topic for class presentation. This presentation will be assessed by your tutor and will
account for 10% of the total course mark. After every presentation the group will have to
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MN207 – Human Resource Management– 2011-12
submit a brief report (not exceeding 2 sides of A4) to the workshop tutor. This report should
outline the contributions made by every member of the group to the presentation and must be
signed by all members of that group. The workshop tutors will judge the quality of the
presentation and take account of the report submitted by the group in deciding the marks to
be awarded. The criteria of a good presentation are: a) it should demonstrate wider reading,
b) ability to critically analyse the material read, c) ability to coherently argue your case, d)
clear presentation style, e) ability to engage with the audience through question and answers.
All presenting groups must provide handouts of their slides to the tutor and the members of
the audience. Students who fail to present on their assigned topic will be awarded a mark of
zero. Any non-attendance for medical or other genuine reasons must be informed to your
workshop tutors and must be approved by them.
Student participation in workshops/seminars is an essential element of this module. Students
will be given readings and/or case studies for workshops. This material will be given at least
a week in advance of your workshop. The readings are compulsory preparation for the
seminars. It is unacceptable to attend seminars and have made no preparation – you may be
asked to leave if you have nothing to contribute.
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MN207 – Human Resource Management– 2011-12
READING:
The following books are particularly recommended for this course. However, you should not
restrict your reading to the recommended books. You must read widely referring to journal
articles and, other books on the subject.
Recommended books:
Beardwell, J. and Claydon, T. (2007) Human Resource Management: A Contemporary
Approach 5th Edition, FT Prentice Hall.
OR
Beardwell, I., Holden L. and Claydon, T. (2004) Human Resource Management. A
Contemporary Approach 4th Edition, FT Prentice Hall.
Bratton, J. & Gold, J. (2007) Human Resource Management: Theory and Practice, 4th
edition, Basingstoke: Palgrave (or 3nd edition. 2003).
Bach, S. (2005) ‘Managing Human Resources’ 4th edition, Blackwell Publishing.
Other HRM books:
There are now a variety of human resource management texts. These books have been
ordered for the library, and at least three copies should be available. It is important that you
consult these texts in addition to the recommended books.
Baron, J.N. & Kreps, D.M. (1999) Strategic Human Resources: Frameworks for General
Managers, John Wiley & Sons.
Blyton, P. & Turnbull, P. (2004) The Dynamics of Employee Relations, 3rd edition,
Basingstoke: Macmillan (or 2nd edition, 1998).
Edwards, P. (ed.) (2003) Industrial Relations: Theory and Evidence in Britain, 2nd edition,
Oxford: Blackwell.
Hollinshead, G., Nicholls, P. and Tailby, S. (2003) Employee Relations, 2nd Edition (Harlow:
FT Prentice Hall).
Legge, K., (1995) HRM: Rhetorics and Realities, Basingstoke: Macmillan.
ISBN: 0-333-57247-5
There is a 2005 edition of this book available.
Lewis, P., Thornhill, A. and Saunders, M. (2003) Employee Relations: Understanding the
Employment Relationship, FT Prentice Hall.
Mabey, C., Salaman, G. & Storey, J. (1998) HRM: A Strategic Introduction. Blackwell.
ISBN: 0-631-20823-2
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MN207 – Human Resource Management– 2011-12
Mabey, C., Skinner, D. & Clark, T. (1998) Experiencing HRM, London: Sage.
ISBN: 0-761-95117-2
Redman, T. & Wilkinson, A. (eds.) (2001) Contemporary Human Resource Management:
Text and Cases, Prentice Hall. ISBN: 0-201-59613
Redman, T. & Wilkinson, A. (eds.) (2006) Contemporary Human Resource Management:
Text and Cases, FT Prentice Hall.
K. Sisson & J. Storey (2000) The Realities of Human Resource Management, Open
University Press.
Schuler, R.S. & Jackson, S.E. (eds.) (1999) Strategic Human Resource Management,
Blackwell. ISBN: 0-631-21601-4
Storey, J. (ed) (2001) Human Resource Management: A Critical Text. 2nd edition,
International Thomson Business Press. ISBN: 1-86152-605-9
Torrington, D., Hall, L. and Taylor, S. (2005) Human Resource Management 6th Edition,
FT Prentice Hall.
JOURNALS:
The following journals are very important sources of theory and evidence in the field of
human resource management. They are obtainable either as hard copies in the library, or
electronically.
 Human Resource Management Journal
 Employment Gazette - Labour Market
 International Journal of Human Resource
Trends
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Management
Personnel Review
Work, Employment and Society
British Journal of Industrial Relations
Industrial Relations Journal
Industrial and Labor Relations Review
European Journal of Industrial Relations
Employee Relations
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European Industrial Relations Review EIRR
IDS European Report
International Labour Review - ILR
Labour
People Management
Social Europe
Website: www.eiro.eurofound.ie/
The following journals are very important sources of theory and evidence in the field of
management and organisation studies, publishing also articles on human resource
management issues.
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British Journal of Management
Human Relations
Journal of Management Studies
Organization
Journal of Organizational Behavior
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Organization Studies
Academy of Management Journal
Academy of Management Review
Organization Science
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MN207 – Human Resource Management– 2011-12
COURSE OUTLINE
Date
Lecture topic
Date
AUTUMN TERM
Sept 27
Workshop topic
*Check workshop timetable for dates
Oct 4
Introduction to Human Resource
Management
HR Strategy
Oct 11
HR Planning
*
HR Strategy
Oct 18
Motivation and Effort
*
HR Strategy
Oct 25
Employment Relationship
*
Motivation and Effort
Nov 1
*
Motivation and Effort
Nov 8
Employee Involvement and
Participation
Discrimination in Labour Markets
*
Nov 15
Trade Unions and HRM
*
Nov 22
Conflict and Resistance at Work
*
Nov 29
Term Review
*
Employee Involvement &
participation
Employee Involvement &
participation
Discrimination in Labour
Markets
Discrimination in Labour
Markets
Christmas Holiday
SPRING TERM :
Jan 10
Recruitment and Selection
Jan 17
Human Resource Development
*
Jan 24
HRM and Flexibility
*
Trade Unions & HRM
Jan 31
*
Trade Unions & HRM
Feb 7
Reward and Performance
Management
HR Costing and Accounting
*
Recruitment and Selection
Feb 14
Knowledge Management
*
Recruitment and Selection
Feb 21
Managing People in a Global
Context
International HRM
*
HRM and Flexibility
*
HRM and Flexibility
International Labour Market
Regulations
Term Review
*
HR Costing and Accounting
*
HR Costing and Accounting
Feb 28
Mar 6
Mar 13
*WORKSHOP TIMETABLE – Will Be Posted separately on Moodle. You must check
which group you are assigned to and the corresponding days, dates and venues.
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MN207 – Human Resource Management– 2011-12
COURSE PROGRAMME
AUTUMN TERM
Week 1: Introduction to Human Resource Management
Core Readings
Beardwell et al. (2007) ‘Human Resource Management: A Contemporary Approach’ Ch. 1.
Bach, S. (2005) ‘Managing Human Resources’ Ch. 1
Supplementary Readings
Storey, J. (2001), ‘Human Resource Management: A Critical Text’ Ch. 1.
Bartlett, C. and Ghoshal, S. (2002) ‘Building competitive advantage through people’ MIT
Sloan Management Review, 43(2): 34-41.
Guest, D. (1990) ‘Human Resource Management and the American Dream’ Journal of
Management Studies, Vol. 27, no.4: 377-397.
Grant, D. & Oswick, C. (1998) Of Believers, atheists and agnostics: Practitioner views on
HRM. Industrial Relations Journal, Vol 29, No 3., pp 178-93.
Sisson, K. (1993) In Search of HRM. British Journal of Industrial Relations, Vol 31, No 2,
pp 201-210.
Week 2: HR Strategy
Core Readings
Golding, N. (2004) ‘Strategic Human Resource Management’ in Beardwell et al. (eds)
Human Resource Management: A Contemporary Approach, FT Prentice Hall,
Huselid, M (1995): ‘The impact of human resource management practices on turnover,
productivity, and corporate financial performance’ Academy of Management Journal vol. 38
pp. 635-672
Pfeffer, J (1998) ‘The Human Equation’ Harvard Business School Press, Chapter 3.
Wall, T.D. and Wood, S.J. (2005) ‘The romance of human resource management and
business performance and the case for big science’ Human Relations, 58(4): 429-462
Supplementary Readings
Guest D, and Hoque K, (1994): ‘The Good, the Bad, the Ugly: Employment Relations in
New Non-Union Workplaces’ Human Resource Management Journal, 5 (1); 1-14
Macduffie, J. (1995): ‘Human Resource Bundles and Manufacturing Performance’ Industrial
and Labor Relations Review Vol. 48, no. 2, pp 197-221.
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MN207 – Human Resource Management– 2011-12
Appelbaum, E., and Batt, R. (1994): ‘The New American Workplace: Transforming Work
Systems in the United States’ Ithaca, NY: Cornell University Press.
Barney, J (1995) ‘Looking inside for competitive advantage’ Academy of Management
Executive’ volume 9, number 4 pp: 49-61
Guest, D.E., Michie, J., Conway, N. and Sheehan, M. (2003) ‘Human Resource Management
and Corporate Performance in the UK’, British Journal of Industrial Relations, 41(2): 291314
Miles, R and Snow, C (1984): ‘Designing Strategic Human Resource Systems’
Organizational Dynamics, (Summer): 36-52
Cappelli, P. & Crocker-Hefter, A. (1996) Distinctive Human Resources are Firms’ Core
Competencies. Organizational Dynamics, Winter, 7-22 (available electronically). Also
available as Ch. 11 in Schuler, R.S. & Jackson, S.E. (1999).
Purcell, J. (2001) The Meaning of Strategy in Human Resource Management. In Storey, J.
(2001), Ch. 4.
Ramsay, H. Scholaris, D. and Harley, B (2000): ‘Employees and High Performance Work
Systems: Testing inside the Black Box’ British Journal of Industrial Relations 38:4 pp: 501531.
Schuler, R., Jackson, S. & Storey, J. HRM and its Link with Strategic Management. In
Storey, J. (2001), Ch. 7
Schuler, R and Jackson, S (1987): ‘Linking Competitive Strategies with HRM Practices’
Academy of Management Executive, 1 (3): 207-219
Walton, R. (1985) From Control to Commitment in the Workplace. Harvard Business
Review, Vol 63, No 2, Mar-Apr., pp 77-84.
Week 3: Human Resource Planning
Core Readings
Beardwell, J. (2007) ‘Human Resource Planning’ in Beardwell, et al. (eds) Human Resource
Management: A Contemporary Approach, FT Prentice Hall. Ch. 5.
Bratton, J. and Gold, J. (2007) ‘Human Resource Management: Theory and Practice’ Chapter
6
Idris, A.R. and Eldridge, D. (1998) ‘Reconceptualising human resource planning in response
to institutional change’ International Journal of Manpower, 19(5): 343-357.
Supplementary Readings:
Ulrich, D. (1992) ‘Strategic and Human Resource Planning: Linking Customers and
Employees’ Human Resource Planning, 15(3): 69-92.
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MN207 – Human Resource Management– 2011-12
Schneier, C.E., Shaw, D.G. and Beatty, R.W. (1992) ‘Companies’ Attempts to Improve
Performance While Containing Costs: Quick Fix versus Lasting Change’ Human
Resource Planning, 15(3): 1-25.
Baruch, Y. (2003) ‘Career Systems in Transition’ Personnel Review, 32(2): 231-51.
Guest, D. (2004) ‘Flexible employment contracts, the psychological contract and employee
outcomes: an analysis and review of the evidence’ International Journal of
Management Reviews, 5/6 (1), pp 1-19.
Huang, I-C, Lin, H-C and Chuang, C-H. (2006) ‘Constructing Factors Related to Worker
Retention’ International Journal of Manpower, 27(5): 491-508.
Rothwell, S. (1995): ‘Human Resource Planning’ in Storey, J (ed) Human Resource
Management – A Critical Text.
Peisch, R (1995): ‘When Outsourcing Goes Awry’, Harvard Business Review, May-June, pp:
24-37.
Liff, S (2001) ‘ Manpower or Human Resource Planning – What’s in name?’ (chapter 4) in
Bach, S. and Sisson, K. (eds) Personnel Management
Lam, S. and Schaubroeck, J. (1998) ‘Integrating HR planning and organisational strategy’
Human Resource Journal, 8(3): 5-19.
Week 4: Motivation and Effort
Core Readings
Steers, R. M., Porter, L.W. and Bigley, G.A. (1996) ‘Motivation and Leadership at Work’
McGraw-Hill International Editions ISBN 0-07-114730-6. Chapter 2
Bratton, J., Callinan M., Forshaw, C and Sawchuk, P. (2007) ‘Work and Organizational
Behaviour’ Palgrave Macmillan, Hampshire, England and New York. Chapter 9.
Frey, B.S. (2005) ‘Yes, Managers Should Be Paid Like Bureaucrats’ Journal of Management
Inquiry, 14(1): 96-111.
Supplementary readings:
Van Yperen, N.W. and Hagedoorn, M. (2003): ‘Do high job demands increase intrinsic
motivation or fatigue or both? The role of job control and job social support.’
Academy of Management Journal, 46: 3, pp: 339-348.
Jansen, O. (2001): ‘Fairness perceptions as a moderator in the curvilinear relationships
between job demands, and job performance and job satisfaction.’
Academy of Management Journal, 44: 1039-1050.
Horwitz, F.M., Chan Teng Heng and, Quazi, H.A. (2003) ‘Finders, keepers? Attracting,
motivating and retaining knowledge workers’ Human Resource Management Journal,
13(4): 23-44.
Meier, S. and Stutzer, A. (2004) ‘Is Volunteering Rewarding in Itself?’ Working Paper no.
180. Institute for Empirical Research in Economics, University of Zurich.
http://www.iew.unizh.ch/wp/iewwp180.pdf
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MN207 – Human Resource Management– 2011-12
Reis, D. and Pena, L. (2001) ‘Reengineering the Motivation to Work’ Management Decision,
39(8): 666-675.
Frey, B.S. (1997) ‘On the relationship between intrinsic and extrinsic work motivation’
International Journal of Industrial Organization, 15(4): 427-439.
Locke, E.A. and Latham, G.P. (1990) ‘Work Motivation and Satisfaction: Light at the End of
the Tunnel’ Psychological Science, 1(4): 240-246.
Wright, B.E. (2001) ‘Public-sector work motivation: a review of the current literature and a
revised conceptual model’ Journal of Public Administration Research and Theory,
11(4): 559-586.
Benabou, R. and Tirole, J. (2003) ‘Intrinsic and Extrinsic Motivation’ Review of Economic
Studies, 70(3): 489-520.
Richer, S.F. & Vallerand, R.J. (1995): Supervisor’s inter-actional styles and subordinate’s
intrinsic and extrinsic motivation’ Journal of Social Psychology, 135: 707-722.
Vroom, V. (1964): Work and Motivation, New York: Wiley.
Week 5: The Employment Relationship
Core Readings
Blyton and Turnbull (2004) ‘Dynamics of Employee Relations’ Chapters 1, 2, 3.
Bosch, G. (2004) ‘Towards a New Standard Employment Relationship in Western Europe’
British Journal of Industrial Relations, 42(4): 617-636.
Clark, I. (2004) The employment relationship and employee rights at work. In Beardwell et
al. (2004), Ch. 11.
Supplementary Readings
Crouch, C. (1993) ‘Industrial Relations and European State Traditions’, Oxford University
Press.
Coyle-Shapiro, J.A-M, Shore, S. and Tetrick, L (2005) ‘The Employment Relationship:
Examining Psychological and Contextual Perspectives’ Oxford University Press, Oxford.
Smith, P. and Morton, G. (2001) ‘New Labour’s reform of Britain’s employment law: the
devil is not only in the detail but in the values and policy too’ British Journal of Industrial
Relations, 39: 119-38.
Hall, P. and Soskice, D. (2001) ‘Varieties of Capitalism’, Oxford University Press. Oxford.
Chapter 1.
Konzelmann, S., Conway, N., Trenberth, L. and Wilkinson, F. (2006) ‘Corporate Governance
and Human Resource Management’ British Journal of Industrial Relations, 44(3): 541-67.
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MN207 – Human Resource Management– 2011-12
Week 6: Employee Involvement and Participation
Core Readings
Holden, L. (2004) ‘Employee involvement and empowerment’ in Beardwell et al. (eds)
Human Resource Management: A contemporary approach, FT Prentice Hall.
Marchington, M. and Wilkinson, A. (2005) ‘Direct Participation and Involvement’ in Bach,
S. (ed) Managing Human Resources, Blackwell Publishing, England.
Mijrahi, S. (2002) ‘Workers’ Participation in Decision-Making Processes and Firm Stability’
British Journal of Industrial Relations, 40(4): 689-707.
Supplementary Readings
Roche,W.K. and Geary, J. F. (2002) ‘Advocates, critics and union involvement in workplace
partnership: evidence from Irish airports.’ British Journal of Industrial Relations, 40(4): 659688.
Kersley, B., Alpin, C, Forth, J., Bryson, A., Bewley, H., Dix, G. and Oxenbridge, S. (2006)
‘Inside the Workplace: Findings from the 2004 Workplace Employment Relations Survey’
Routldge, London and NY. Chapters 5 and 6.
Hyman, J. and Mason, B (1995): ‘Managing Employee Involvement and Participation’
London, SAGE
Bryson, A. (2004) ‘Managerial Responsiveness to Union and Nonunion Worker Voice in
Britain’ Industrial Relations, 43(1): 213-241.
Terry, M. (1999): ‘Systems of collective representations in non-union firms in the UK’
Industrial Relations Journal, Vol. 30, No. 1, pp. 16-30
Freeman, R.B. (2001): ‘Upping the Stakes’ People Management, 8 February, pp 25-29
Frege, C. (2002): ‘A critical assessement of the theoretical and empirical research on German
works councils’ British Journal of Industrial Relations, June volume 40, no. 2, pp: 221-248
Sadowski, D., Backes-Gellner, U., and Frick, B. (1995): ‘Works Councils: Barriers or Boosts
for the Competitiveness of German Firms?’ British Journal of Industrial Relations, volume
33(3), p.0007-1080
Week 7:
Discrimination in Labour Markets
Core Readings
Anderson, T., Millward, N., and Forth, J. (2004) ‘Equal opportunities policies and practices
at the workplace: secondary analysis of the WERS 1998’, Employment Relations Research
Series No. 30, Department of Trade and Industry (available online from DTI website)
Howe, S. (2003) ‘Discrimination’ in Hollinshead, G., Nicholls, P., and Tailby, S. (eds)
‘Employee Relations’, second edition, FT Prentice Hall.
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MN207 – Human Resource Management– 2011-12
Hoque, K. and Noon, M. (2004) ‘Equal Opportunities Policy and Practice in Britain:
Evaluating the ‘Empty Shell’ Hypothesis’ Work, Employment & Society, vol. 18 (3),
pp: 481-506.
Supplementary Readings
Kersley et al. (2006) ‘Inside the Workplace: Findings from the 2004 Workplace Employment
Relations Survey, Routledge: London and NY. Chapter 9.
Dickens, L. (2005) ‘Walking the Talk? Equality and Diversity in Employment’ in Bach, S.
(ed) Managing Human Resources, Blackwell Publishing.
Noon, M., and Blyton, P. (2002) ‘The realities of work’, second edition, Palgrave.
Wadsworth, J. (2003) ‘The labour market performance of ethnic minorities in the recovery’
in Dickens, R., Gregg, P., and Wadsworth, J. (eds) The Labour Market Under New Labour,
Palgrave Macmillan.
Commission for Racial Equality (2003) ‘Towards Racial Equality: an evaluation of the public
duty to promote race equality and good race relations in England and Wales’
Equal Opportunities Commission (2005) ‘Sex and power: who runs Britain? 2005’
Hirst, M., Thornton, P., and Dearey, M. (2004) ‘The Employment of Disabled People in the
Public Sector: A review of data and literature’ Disability Rights Commission
Week 8: Trade Unions and HRM
Core Readings:
Bratton, J. and Gold, J. (2007) ‘Human Resource Management: Theory and Practice’
Palgrave Macmillan, Chapter 11.
Kersley et al. (2006) ‘Inside the Workplace: Findings from the 2004 Workplace Employment
Relations Survey’ Routledge: London and NY. Chapters 6 and10.
Badigannavar, V. and Kelly, J. (2005) ‘Why are some union organizing campaigns more
successful than others?’ British Journal of Industrial Relations, vol. 43(3): 515-535
Heery, E., Kelly, J. and Waddington, J. (2003) ‘Union revitalization in Britain’ European
Journal of Industrial Relations 9(1): 79-97
Badigannavar, V. and Kelly, J. (2011) ‘Partnership and organizing: an empirical assessment
of two contrasting approaches to union revitalization in the UK’ Economic and Industrial
Democracy, 32 (1): 5-27.
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MN207 – Human Resource Management– 2011-12
Tailby, S. and Winchester, D. (2005) ‘Management and Trade Unions: Partnership at Work?’
in Bach, S. (ed) Managing Human Resources, Blackwell Publishing.
Supplementary readings:
Kelly, J (2004) ‘Social Partnership Agreements in Britain: Labor Cooperation and
Compliance’ Industrial Relations, 43(1): 267-292.
Nolan, P. and O’Donnell, K. (2003) ‘Industrial Relations, HRM and Performance’ in
Edwards, P. (eds) Industrial Relations, second edition, Blackwell Publishing
Pfeffer, J. (1998) ‘Human Equation: Putting People Before Profits’ Harvard Business School
Press. Chapter 8.
Rubinstein, S.A. (2001) ‘A Different Kind of Union: Balancing Co-Management and
Representation’ Industrial Relations, 40(2): 163-203.
Ramsay, H., Scholarios, D. and Harley, B (2000) ‘Employees and high performance work
systems: testing inside the black box’ British Journal of Industrial Relations, 38 (4), 501-31
Week 9: Conflict and Resistance at Work
Core Readings
Kelly, J (1998): Rethinking Industrial Relations, LSE/Routledge, London [Please refer to this
book for a full explanation of Tilly (1978) and McAdam (1988): Social Movement Theory]
May, T. (1999) ‘From Banana Time to Just in Time: Power and Resistance at Work’,
Sociology, 33 (4): 767-783.
Badigannavar, V. and Kelly, J. (2005) ‘Why are some union organizing campaigns more
successful than others?’ British Journal of Industrial Relations, vol. 43(3): 515-535
Supplementary Readings
Mulholland, K. (2004) ‘Workplace resistance in an Irish call centre: slammin’, scammin’,
smokin’ an’ leavin’ Work, Employment & Society, 18(4): 709-724.
Ambrose, M.L.(2002): ‘Contemporary justice research: a new look at familiar questions’ in
Organisational Behaviour and Human Decision Process, vol 89: 803-812.
Asaf Darr (2003) ‘Control and autonomy among knowledge workers in sales: an employee
perspective’ Employee Relations, 25(1)
Robinson, S. and Bennett, R.J. (1995): ‘A typology of deviant workplace behaviours: A
multidimensional scaling study’ Academy of Management Journal, 38, 555-572
Bain, P. and Taylor, P. (2000) ‘Entrapped by the electronic panopticon? Worker resistance in
the call centre’ New Technology, Work and Employment, 15(1): 2-18.
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MN207 – Human Resource Management– 2011-12
Blyton, P and Turnbull, P (2004): ‘The Dynamics of Employee Relations’ (second edition)
Macmillan Business, London.
Rosenthal, P. (2004) ‘Management Control as an Employee Resource: The case of Front-line
Service Workers’, Journal of Management Studies, 41(4): 601-622.
Timmons, S. (2003) ‘A failed panopticon: surveillance of nursing practice via new
technology’, New Technology, Work and Employment, 18(2): 143-153.
Waddell, D. and Sohal, A.S. (1998) ‘Resistance: a constructive tool for change management’,
Management Decision, 36(8): 543-548.
Week 10: Autumn Term Review.
End of Autumn Term
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MN207 – Human Resource Management– 2011-12
Spring Term Lectures
Week 1: Recruitment and Selection
Core reading:
Beardwell, J. and Claydon, T. (eds.) (2007), Ch. 6 (Recruitment and selection)
Supplementary readings:
Arnold, J. (2005) Work Psychology: Understanding Human Behaviour in the Workplace.
Harlow: Prentice Hall/Financial Times. Chapter 5 (Personnel selection and assessment
methods: what works?)
Torrington, D., Hall, L. and Taylor, S. (2005), Ch.6 (Recruitment) and Ch. 7 (Selection
methods and decisions)
Werbel, J. D. and Johnson, D. (2001) The use of person-group fit for employment selection: a
missing link in person-environment fir, Human Resource Management, Vol. 40 Issue 3,
p227-240.
Ryan, A. M. and Tippins, N. (2004) Attracting and selecting: what psychological research
tells us, Human Resource Management, Vol. 43 Issue 4, p305-318.
Week 2: Human Resource Development
Core reading:
Beardwell, J. and Claydon, T. (eds.) (2007), Ch. 9 (Human resource development: the
organisation and the national framework). Ch. 10 (Management development)
Supplementary readings:
Beardwell, J. and Claydon, T. (eds.) (2007), Ch. 8 (Learning and development)
Torrington, D., Hall, L. and Taylor, S. (2005), Ch. 16, 17, 18, 19
Jones, M. L. (2001) ‘Sustainable Organizational Capacity Building: Is Organizational
Learning a Key?‘, International Journal of Human Resource Management, 12(1): 91-98.
Bell, E., Taylor, S. and Thorpe, R. (2002) ‘A Step in the Right Direction? Investors in People
and the Learning Organization’, British Journal of Management, 13(2): 161-171.
Woodall J. (2000) ‘Corporate Support for Work-based Management Development’, Human
Resource Management Journal, 10(1): 18-32.
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MN207 – Human Resource Management– 2011-12
Week 3: HRM and Flexibility
Core readings:
Beardwell, J. and Claydon, T. (eds.) (2007), Ch. 4 (Human resource management and
the labour market)
Lewis, P., Thornhill, A., and Saunders, M. (2003), Ch. 2 (The changing context and
nature of the employment relationship)
Supplementary readings:
Grimshaw, D., Ward, K. G., Rubery, J. and Beynon, H. (2001) ‘Organisations and the
Transformation of the Internal Labour Market in the UK’, Work, Employment & Society,
15(1): 25-54.
Tailby, S. (2003) ‘Flexibility’, In Hollinshead, G., Nicholls, P. and Tailby, S. (2003), Ch. 13.
Legge, K. (1995), Ch. 5. (HRM: towards the flexible firm?)
Week 4: Reward and Performance Management
Core reading:
Beardwell, J. and Claydon, T. (eds.) (2007), Ch. 13 (Reward and performance
management)
Supplementary readings:
den Hartog, D. N., Boselie, P. and Paauwe, J. (2004) ‘Performance Management: a Model
and Research Agenda’, Applied Psychology: An International Review, 53(4): 556-569.
Rynes, S, L., Gerhart, B. and Minette, K. A. (2004) ‘The Importance of Pay in Employee
Motivation: Discrepancies between What People Say and What They do’, Human Resource
Management, 43(4): 381-394.
Hendry C., Woodward S., Bradley P. and Perkins S. (2000) ‘Performance and Rewards:
Cleaning out the Stables’, Human Resource Management Journal, 10(3): 46-62.
Atwater, L. E., Waldman, D. A. and Brett, J. F. (2002) ‘Understanding and Optimizing
Multisource Feedback’, Human Resource Management, 41(2): 193-208.
Week 5: HR Costing and Accounting
Core reading:
Torrington, D., Hall, L. and Taylor, S. (2005), Ch. 33 (Measuring HR: effectiveness and
efficiency)
Supplementary readings:
Cascio, W. (1999) Costing Human Resources, 4th edition, South-Western: Thomson
Learning, Ch. 1 (The costs and benefits of human resources)
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MN207 – Human Resource Management– 2011-12
Pfeffer, J. (1997) ‘Pitfalls on the Road to Measurement: The Dangerous Liaison of Human
Resources with the Ideas of Accounting and Finance’, Human Resource Management, 36(3):
357-365.
Toulson, P. and Dewe, P. (2004) ‘Human Resource Accounting as a Measurement Tool’,
Human Resource Management Journal, 14(2): 75-90.
Ulrich, D. (1997) ‘Measuring Human Resources: an Overview of Practice and a Prescription
for Results’, Human Resource Management, 36(3): 303-320.
Week 6: Knowledge Management
Core reading:
Redman, T. and Wilkinson, A. (eds.) (2006), Ch. 16 (Knowledge Management. By Donald
Hislop)
Supplementary readings:
Torrington, D., Hall, L. and Taylor, S. (2005), Ch. 11 (Organisational performance:
knowledge and learning)
Swan, J. and Scarbrough, H. (2001) ‘Knowledge Management: Concepts and Controversies‘,
Journal of Management Studies, 38(7): 913-921.
Scarbrough, H. and Swan, J. (2001) ‘Explaining the Diffusion of Knowledge Management:
The Role of Fashion‘, British Journal of Management, 12(1): 3-12.
Alvesson, M. and Kärreman, D. (2001) ‘Odd Couple: Making Sense of the Curious Concept
of Knowledge Management‘, Journal of Management Studies, 38(7): 995-1018.
Week 7: Managing People in a Global Context – Strategy, Structure and
Comparative HRM
Core reading:
Beardwell, J. and Claydon, T. (eds.) (2007), Ch. 15 (Trends and Prospects in HRM Systems:
a comparative perspective)
Decieri, H. and Dowling, P.J. (2007), ‘Strategic International Human Resource Management
in Multinational Enterprises’ in Stahl, G., K. and Bjarkman, I. (eds.) Handbook in Research
of International Human Resource Management. Cheltenham and Northampton: Edward
Elgar.
Supplementary readings:
Bartlett, C.A. and Ghoshal, S. (2002) Managing across Borders. The Transnational Solution,
London: Random House. (Introduction)
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MN207 – Human Resource Management– 2011-12
Brewster, C. Sparrow, P. and Harris, H (2008) ‘Towards a New Model of Globalizing HRM’
in Andersen, N. (ed.) Fundamentals of HRM, London: Sage.
Hall, P. and Soskice, D. (2001) ‘Introduction to Varieties of Capitalism’, in Hall, P and
Soskice, D. (eds.), Varieties of Capitalism: the Institutional Foundations of Comparative
Advantage, Oxford: Oxford University Press. (Ch.1)
Schuler, R.S., Dowling, P.J. and de Cieri H. (1999) ‘An integrative framework of strategic
international human resource management’ in Schuler, R.S. and Jackson, S.E. (eds.) Strategic
Human Resource Management (Ch. 17., also available: International Journal of Human
Resource Management December 1993, p. 717-64)
Smith, C. (2008) ‘Work organisation within a dynamic globalising context: a critique of
national institutional analysis of the international firm and an alternative perspective’ in
Smith, C., McSweeney, B. and Fitzgerald, R. (eds.) Remaking Management: Beyond Local
and Global. (Ch.2 p.25-60)
Sorge, A. (2004) ‘Cross-national Differences in Human Resource and Organization:
describing and explaining the variations’, In Harzing, A.W. and Van Ruysseveldt, J. (eds.)
International Human Resource Management, London: Sage. (Ch.5)
Whitley, R. (2007) Business Systems and Organizational Capabilities: The institutional
structuring of competitive competences. Oxford: Oxford University Press.
Week 8: International HRM
Core reading:
Beardwell, J. and Claydon, T. (eds.) (2007), Ch. 17 (International HRM)
Supplementary readings:
Scullion, J. and Paauwe, J. (2004) ‘International Human Resource Management: Recent
Developments in Theory and Empirical Research’, In Harzing, A.W. and Van Ruysseveldt,
J. (eds.) International Human Resource Management, London: Sage
Sorge, A. (2004) ‘Cross-national Differences in Human Resource and Organization’, In
Harzing, A.W. and Van Ruysseveldt, J. (eds.) International Human Resource Management,
London: Sage
Dowling, P.J. and Welch, D.E. (2004) International Human Resource Management. London:
Thomson Learning, Ch.1 (Introduction: the enduring context of IHRM)
Dowling, P.J. and Welch, D.E. (2004) International Human Resource Management, London:
Thomson Learning, Ch. 3 (IHRM: sustaining international business operations)
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MN207 – Human Resource Management– 2011-12
Week 9: International Labour Market Regulation
Core readings:
OECD Jobs Strategy 1996 and 2006 (refer to both documents)
Siebert, W. S. (2005) ‘Labour Market Regulation: Some Comparative Lessons’ The
Economics of Employment Regulation (pp 3-10), Institute of Economic Affairs, Blackwell
Publishing, Oxford.
Jha, P. and Golder, S. (2008) ‘Labour Market Regulation and Economic Performance: A
critical review of arguments and some plausible lessons for India’ Economic and Labour
Market Papers, International Labour Office, Geneva.
D’Souza, E. (2010) ‘The employment effects of labour legislations in India: a critical essay’
Industrial Relations Journal 41:2, 122-135.
Besley, T. and Burgess, R. (2004) ‘Can labor regulation hinder economic performance?
Evidence from India’ The Quarterly Journal of Economics (Feburary): 91-134.
Supplementary readings:
Badigannavar, V. and Kelly, J. (2011) ‘Union experiences of workplace employment
relations: A case study of CFTUI in Maharashtra, India’ paper presented at British
Universities Industrial Relations Association (BUIRA) conference, Greenwich University,
July 7-9, 2011.
Bhagwati, J. (2004) ‘Wages and Labor Standards at Stake?’ in Bhagwati, J. ‘In Defence of
Globalization’ Oxford University Press.
World Bank ‘Doing Business 2009’ report: Palgrave Macmillan and World Bank publication
ISBN: 0-8213-7609-8. (available online through World Bank website).
Week 10: Term Review
Revisiting topics of the term, and examining the linkages between the topics.
_________________________
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e.g. CIMA etc. Note that the Department only keeps outlines for the current and
previous 3 years and may not be able to furnish your needs after you graduate. Please
see www.rhul.ac.uk/management/studying for copies of outlines you may need.
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