Not available in 2020/21
MG519      Half Unit
Employment Relations and Human Resource Management Seminar II

This information is for the 2020/21 session.

Teacher responsible

Dr Jonathan Booth NAB 4.20


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.

Course content

The micro- and macro-HRM course content will cover foundational HRM topics (e.g., recruitment/selection, job design and team work, compensation, retention, engagement, voice, learning and development, performance management, the dark side of the organization), as well as strategic HRM, the gig economy, future of work, and the intersection of artificial intelligence/advanced technologies and HRM. Additionally, comparative models of the employment relationship and unions, corporate social responsibility, international labour standards, inequality, and the plethora of discrimination will be investigated, and from perspectives across the globe. This course will provide the opportunity for students to get to know the faculty members and their research in detail. Further, the course will incorporate direct discussion of academic material to teach students how to correctly ‘read’ academic journals in detail for their theoretical and empirical contribution


30 hours of seminars in the LT.

Indicative reading

The seminars will follow a variety of formats, including discussing recent work of academic colleagues, and so include the following indicative reading.

Anicich, E., Fast, N. J., Halevy, N., & Galinsky, A. D.(2016).When the bases of social hierarchy collide: Power without status drives interpersonal conflict. Organization Science, 27, 123-140.

Ashwin, S., Oka, C., Schüßler, E., Alexander, R., & Lohmeyer, N. (2019). Spillover effects across transnational industrial relations agreements: The potential and limits of collective action in global supply chains. ILR Review.

Blader, S. L., & Chen, Y. R. (2012). Differentiating the effects of status and power: a justice perspective. Journal of personality and social psychology, 102(5), 994.

Beauregard, T. A., Arevshatian, L., Booth, J. E., & Whittle, S. (2018). Listen carefully: transgender voices in the workplace. The International Journal of Human Resource Management, 29(5), 857-884.

Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: where do we go from here?. Journal of management, 32(6), 898-925.

Berg, J. M., Dutton, J. E., & Wrzesniewski, A. (2013). Job crafting and meaningful work.

Booth, J. E., Park, T.Y., Zhu, L. L., Beauregard, A., Gu, F., & Emery, C. (2018). Prosocial response to client-instigated victimization: The roles of forgiveness and workgroup conflict. Journal of Applied Psychology, 103, 513-536.

Booth, J. E., Shantz, A., Glomb, T. M., Duffy, M. K., & Stillwell, E. E. (2019). Bad bosses and self-verification: The moderating role of core self-evaluations with trust in workplace management. Human Resource Management.

Budd, J. (2005). Employment with a human face: Balancing efficiency, equity, and voice. Ithaca and London: Cornell University Press.

Ford, J. K., Baldwin, T. T., & Prasad, J. (2018). Transfer of training: The known and the unknown. Annual Review of Organizational Psychology and Organizational Behavior, 5, 201-225.

Freeman, R. B., and Medoff, J. 1984. What Do Unions Do? New York: Basic Books.

Frege, C., & Godard, J. (2014). Varieties of capitalism and job quality: The attainment of civic principles at work in the United States and Germany. American Sociological Review, 79(5), 942-965.

Frick,W.(2015). Here’s Why People trust human judgment over algorithms. Harvard Business Review.

Grant, A. M., & Ashford, S. J. (2008). The dynamics of proactivity at work. Research in organizational behavior, 28, 3-34.

Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological bulletin, 127(3), 376.

Hackman, R. J., & Oldham, G. (1976). Motivation through the design of work: Test of a theory. Organizational behavior and human performance, 16(2)), 250-79.

Holtom, B. C., Mitchell, T. R., Lee, T. W., & Eberly, M. B. (2008). Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future. The Academy of Management Annals, 2(1), 231-274.

Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: a meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332-1356.

Jiang, K., Takeuchi, R., & Lepak, D. P. (2013). Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research. Journal of Management Studies, 50(8), 1448-1480.

Kuruvilla, S., Liu, M., Li, C., & Chen, W. (in press). Field opacity and practice outcomes decoupling: private regulation of labor standards in global supply chains. Industrial and Labor Relations Review.

Latham, G. P. (2001). The importance of understanding and changing employee outcome expectancies for gaining commitment to an organizational goal. Personnel Psychology, 54(3), 707-716.

Logg, J. M., Minson, J. A., & Moore, D. A. (2019). Algorithm appreciation: People prefer algorithmic to human judgment. Organizational Behavior and Human Decision Processes, 151, 90-103.

Marsden, D. (2013). Individual voice in employment relationships: A comparison under different forms of workplace representation. Industrial relations: a journal of economy and society, 52, 221-258.

Petriglieri, G., Ashford, S. J., & Wrzesniewski, A. (2019). Agony and ecstasy in the gig economy: Cultivating holding environments for precarious and personalized work identities. Administrative Science Quarterly, 64(1), 124-170.

Pohler, D. M., & Luchak, A. A. (2014). Balancing efficiency, equity, and voice: The impact of unions and high-involvement work practices on work outcomes. ILR Review, 67(4), 1063-1094.

Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.

Roberson, Q. M. (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6, 69-88.

Rosenfeld, J. (2014). What unions no longer do. Harvard University Press.

Sutton, R. I., & Staw, B. M. (1995). What theory is not. Administrative science quarterly, 371-384.

von Krogh, G. (2018). Artificial Intelligence in Organizations: New Opportunities for Phenomenon-Based Theorizing. Academy of Management Discoveries, 4(4), 404-409.


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

Important information in response to COVID-19

Please note that during 2020/21 academic year some variation to teaching and learning activities may be required to respond to changes in public health advice and/or to account for the situation of students in attendance on campus and those studying online during the early part of the academic year. For assessment, this may involve changes to mode of delivery and/or the format or weighting of assessments. Changes will only be made if required and students will be notified about any changes to teaching or assessment plans at the earliest opportunity.

Key facts

Department: Management

Total students 2019/20: Unavailable

Average class size 2019/20: Unavailable

Value: Half Unit

Guidelines for interpreting course guide information

Personal development skills

  • Self-management
  • Team working
  • Problem solving
  • Application of information skills
  • Communication
  • Specialist skills