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.

The Employment Relations and Human Resource Management PhD seminars cover micro- and macro-HRM course content. The MG519 Seminar takes a macro-HRM approach, as well as discusses a future oriented HRM perspective. Topics typically covered in MG519 Seminar 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 allows 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. In addition to reading the required readings for each week and being prepared to engage in discussion, each student is generally asked to present and lead group discussion for at least one article each week. To aid students in generating research ideas, students typically are asked to identify a research gap in the respective week’s literature and to bring to seminar a research proposal and/or model related to the identified gap for discussion with the larger seminar group.

30 hours of seminars in the LT.

Note that teaching may take different formats of online or in person seminars in 2021/22

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

• Ashwin, S., Oka, C., SchüBler, E., Alexander, R., & Lohmeyer, N. (2020). Spillover effects across transnational industrial relations agreements: The potential and limits of collective action in global supply chains. ILR Review, 73(4), 995-1020.
• 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.
• Beigi, M., Shirmohammadi, M., & Otaye Ebede, L. (2019). Half a century of work–nonwork interface research: a review and taxonomy of terminologies. Applied Psychology, 68(3), 449-478.
• Booth, J. E., Lup, D., & Williams, M. (2017). Union membership and charitable giving in the United States. ILR Review, 70(4), 835-864.
• Bucher, E. L., Schou, P. K., & Waldkirch, M. (2021). Pacifying the algorithm–Anticipatory compliance in the face of algorithmic management in the gig economy. Organization, 1350508420961531.
• Budd, J. W., Lamare, J. R., & Timming, A. R. (2018). Learning about democracy at work: Cross-national evidence on individual employee voice influencing political participation in civil society. ILR Review, 71(4), 956-985.
• Chamberlin, M., Newton, D. W., & Lepine, J. A. (2017). A meta analysis of voice and its promotive and prohibitive forms: Identification of key associations, distinctions, and future research directions. Personnel Psychology, 70(1), 11-71.
• Cheng, M. M., & Hackett, R. D. (2021). A critical review of algorithms in HRM: definition, theory, and practice. Human Resource Management Review, 31(1), 100698.
• Connelly, Catherine E., Christian Fieseler, Matej Cerne, Steffen R. Giessner, and Sut I. Wong. "Working in the digitized economy: HRM theory & practice." Human Resource Management Review 31, no. 1 (2021): 100762.
• Edwards, J. R., & Rothbard, N. P. (2000). Mechanisms linking work and family: Clarifying the relationship between work and family constructs. Academy of management review, 25(1), 178-199.
• Freeman, R. B., and Medoff, J. 1984. What Do Unions Do? New York: Basic Books.
• Greenhaus, J. H., & Callalan, G. A. (2020). 22 Implications of the Changing Nature of Work for the Interface between Work and Nonwork Roles. The Cambridge Handbook of the Changing Nature of Work, 467.
• Greenhaus, J. H., & Powell, G. N. (2006). When work and family are allies: A theory of work-family enrichment. Academy of management review, 31(1), 72-92.
• Han, J. H., Kang, S., Oh, I. S., Kehoe, R. R., & Lepak, D. P. (2019). The goldilocks effect of strategic human resource management? Optimizing the benefits of a high-performance work system through the dual alignment of vertical and horizontal fit. Academy of Management Journal, 62(5), 1388-1412.
• Jiang, K., & Messersmith, J. (2018). On the shoulders of giants: A meta-review of strategic human resource management. The International Journal of Human Resource Management, 29(1), 6-33.
• 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.
• Kalleberg, A. L. (2009). Precarious work, insecure workers: Employment relations in transition. American sociological review, 74(1), 1-22.
• Karanovic, J., Berends, H., & Engel, Y. (2020). Regulated dependence: Platform workers’ responses to new forms of organizing. Journal of Management Studies.
• Li, C. (2020). From Insurgency to Movement: An Embryonic Labor Movement Undermining Hegemony in South China. ILR Review.
• Li, C., & Liu, M. (2018). Overcoming collective action problems facing Chinese workers: Lessons from four protests against Walmart. ILR Review, 71(5), 1078-1105.
• Livne-Ofer, E., Coyle-Shapiro, J. A., & Pearce, J. L. (2019). Eyes wide open: Perceived exploitation and its consequences. Academy of Management Journal, 62(6), 1989-2018.
• 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.
• 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.
• 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.
• Norlander, P., Jukic, N., Varma, A., & Nestorov, S. (2020). The effects of technological supervision on gig workers: organizational control and motivation of Uber, taxi, and limousine drivers. The International Journal of Human Resource Management, 1-25.
• 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.
• Rosenfeld, J. (2014). What unions no longer do. Harvard University Press.
• 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.
• Sherf, E. N., Parke, M. R., & Isaakyan, S. (2021). Distinguishing voice and silence at work: unique relationships with perceived impact, psychological safety, and burnout. Academy of Management Journal, 64(1), 114-148.
• 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.
• Thomas, J. P., Whitman, D. S., & Viswesvaran, C. (2010). Employee proactivity in organizations: A comparative meta-analysis of emergent proactive constructs. Journal of occupational and organizational psychology, 83(2), 275-300.
• 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.