1. To read the article,Dundon, T., & Rafferty, A. (2018). The (potential) Demise of HRM? Human Resource Management Journal, 28(3), 377-91. access the class reading list.
2. To read the article,Harney, B., & Dundon, T. (2020). Amazon: HRM and change in the house of neo-liberalism. In Dundon, T. & Wilkinson, A. (Eds.) Case studies in work, employment and human resource management. pp.191-200. Edward Elgar Publishing. access the class reading list. Class concepts-

3. HRM and Strategy (4/5) Search for the optimum HR strategy 'Best practices' + High performance work practices (HPWS) Selective recruitment + Extensive training + Employee participation + Employment security + Mutually reinforcing and linked to high performance + But: US-centric, definition, causality, espoused practices 4. Reward (2/3) + Motivation theories + Content theories: human needs (economic) + Process theories: wants and desires (psychological) Are workers naturally lazy and motivated by money? + Do workers have different concerns (e.g. satisfying work) + Money matters but now much is 'enough'? + Can money be weighed against other factors (e.g. status, enjoyment)? 2 . Having a say at work (3/4) + Variety of voice channels Form + Formal/informal Direct/Indirect + Union/Non-union * Degree of influence Level + Scope and agenda * Opportunities: employment regulationational context Preferences: culture & personality traits 3. HRM in uncertain times A (1/5) Flexibility as the ability to adapt to changing circumstances Traditional employment model stable and predictable Full time hours Permanent contract + Fixed hours Fixed rates of pay Clearly defined duties Increasing attention to increasing labour flexibility (from the employer perspective) Reduce 'slack' and improve efficiency/competitiveness 3. HRM and Strategy (2/5) 'Low road' Factor of production Cost Commodity Low trust Control 'High road' 'Resourceful humans' Investment Asset High trust Commitment