杏吧论坛

Dr Jonathan Booth MAR 5.18

This course is compulsory on the MRes/PhD in Management (Employment Relations and Human Resources). This course is available on the MRes/PhD in Management (Organisational Behaviour). This course is available with permission as an outside option to students on other programmes where regulations permit.

The Employment Relations and Human Resource Management PhD seminars cover micro- and macro-HRM course content. The MG518 Seminar I familiarizes students with foundational micro-HRM topics (e.g., job search, recruitment, and selection; organisational socialization and newcomer adjustment; compensation; work arrangements; retention and turnover; training, learning, and development; performance management; careers and career management; diversity and inclusion). MG519 Seminar II takes more of a macro-HRM approach, as well as discusses a future-oriented HRM perspective. Topics typically covered in MG519 Seminar II are as follows: strategic HRM; multilevel voice mechanisms; grass-root and social movements; unions, union alternatives, and other institutions; comparative employment relations; types of employment, precarious work, and new and emerging employment relationships (e.g., the gig economy); corporate social responsibility, labour standards, and value chains; work-nonwork interface and wellbeing; digital HRM and emerging technology (e.g., AI, machine learning, algorithms); and the future of work.

This course also provides students the opportunity to get to know faculty members and their research. Further, the course incorporates comprehensive discussion of each week’s academic materials between students and faculty lead for the respective week. Seminar discussions allow students to develop their critical evaluation skills, to generate research ideas and make connections with previous studied literatures, and to learn best practice in reading and interpreting scholarly research to understand the theoretical, empirical, and other contributions.

30 hours of seminars in the WT.

In its Ethics Code, 杏吧论坛 upholds a commitment to intellectual freedom. This means we will protect the freedom of expression of our students and staff and the right to engage in healthy debate in the classroom.

The seminars will follow a variety of formats, including discussing scholarly work in the respective literature and of academic colleagues, and so include some of the following indicative reading.

• Ashwin, S., Oka, C., Schuessler, E., Alexander, R., & Lohmeyer, N. (2020). Spillover effects across transnational industrial relations agreements: The potential and limits of collective action in global supply chains. Industrial and Labor Relations Review, 73(4), 995-1020.

• Birnbaum, S., & De Wispelaere, J. (2021). Exit strategy or exit trap? Basic income and the ‘power to say no’ in the age of precarious employment. Socio-Economic Review, 19(3), 909-927.

• Bowen, D. E. & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203–221.

• Broadbent, E. (2017). Interactions with robots: The truths we reveal about ourselves. Annual Review of Psychology, 68, 627-652.

• Delery, J., & Doty, D. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency and configurational performance predictions. Academy of Management Journal, 39(4), 802-835.

• Doellgast, V., Marsden, D., 2019. Institutions as constraints and resources: Explaining cross‐national divergence in performance management. Human Resource Management Journal, 29, 199–216.

• Farndale, E., Ligthart, P., Poutsma, E., & Brewster, C. J. (2017). The effects of market economy type and foreign MNE subsidiaries on the convergence and divergence of HRM. Journal of International Business Studies, 48(9), 1065–1086.

• Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264-1294.

• Kalleberg, A. L. 2009. Precarious Work, Insecure Workers: Employment Relations in Transition. American Sociological Review, 74(1), 1-22.

• Kaufman, B. E. (2015). Theorising determinants of employee voice: An integrative model across disciplines and levels of analysis. Human Resource Management Journal, 25(1), 19-40.

• Kuruvilla, S., Liu, M., Li, C., & Chen, W. (2020). Field opacity and practice-outcome decoupling: Private regulation of labor standards in global supply chains. ILR Review, 73(4), 841-872.

• Leonardi, P. M. (2021). COVID‐19 and the New Technologies of Organizing: Digital Exhaust, Digital Footprints, and Artificial Intelligence in the Wake of Remote Work. Journal of Management Studies, 58(1), 249-253.

• Leslie, L. M., King, E. B., & Clair, J. A. (2019). Work-life ideologies: The contextual basis and consequences of beliefs about work and life. Academy of Management Review, 44(1), 72-98.

• Lup, D., & Booth, J. E. (2019). Work and Volunteering: Longitudinal Relationships between Work‐Related Experiences and Volunteering Behaviour. British Journal of Industrial Relations, 57(3), 599-623.

• Morrison, E. W. (2023). Employee voice and silence: Taking stock a decade later. Annual Review of Organizational Psychology and Organizational Behavior, 10, 79-107.

• Sajjadiani, S., Sojourner, A. J., Kammeyer-Mueller, J. D., & Mykerezi, E. (2019). Using machine learning to translate applicant work history into predictors of performance and turnover. Journal of Applied Psychology, 104(10), 1207-1225.

• Tambe, P., Cappelli, P., & Yakubovich, V. (2019). Artificial intelligence in human resources management: Challenges and a path forward. California Management Review, 61(4), 15-42.

• Tapia, M., Ibsen, C. L., & Kochan, T. A. (2015). Mapping the frontier of theory in industrial relations: the contested role of worker representation. Socio-Economic Review, 13(1), 157-184.

• Van Zomeren, M., Postmes, T., & Spears, R. (2008). Toward an integrative social identity model of collective action: a quantitative research synthesis of three socio-psychological perspectives. Psychological bulletin, 134(4), 504.

• Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: Putting ‘human’ back into strategic human resource management. Human Resource

Management Journal, 21, 93–104.

Essay (100%, 4000 words) in the ST.