1. Micro HRM
   1. Management of individuals and groups
      1. Recruitment
      2. Selection
      3. Induction
      4. Training and development
      5. Performance management
      6. Remuneration
      7. etc...
   2. Management of work and employee voice systems
      1. Work scheduling
      2. Union management
      3. etc...
2. Strategic HRM
   1. History
      1. 6 research streams
         1. Contingency and fit
         2. Role of HR
         3. Expanding the scope of SHRM
         4. Structure and components of HR systems
         5. Effective execution of HR policies and ensuring realized strategic intent
         6. Methodological issues
   2. 7 themes in SHRM
      1. 1) explaining contingency perspectives and fit
         1. Behavioral perspective
            1. HR practices need to ensure that desired employee role behaviors take place
            2. Different strategy types require different employee role behaviors
         2. Contingency approach
            1. Intra-firm contingency
            2. HR systems and organizations
            3. Relativity of HR systems
            4. Components of organizational environments
            5. Internal
            6. Structure
            7. Size
            8. Life Cycle Stage
            9. Business strategy
            10. Technology
            11. External
            12. Legal
            13. Social
            14. National culture
            15. Political
            16. Industry characteristics
            17. Labor market condition
            18. Unionization
            19. HR practices depend on organization context
            20. Relationship between SHRM and org. perf.
            21. Fit
            22. Fit required between org. business strategy and HR strategy
            23. External fit
            24. Internal fit
            25. 4 types of internal fit of HR systems
            26. within-HRM system vertical fit
            27. inter-HRM activity area fit
            28. intra-HRM activity area fit
            29. between-HRM system fit
            30. Between org. culture and strategy
            31. Promote desired behavioral norms
            32. Seek candidates who share value
            33. Fit and flexibility
            34. 1) HRM practices
            35. 2) Employee skill
            36. 3) Employee behavior
            37. Fit between HR practices and strategy will change through org life cycle
            38. HR strategies
            39. SHMR vs. Bureaucratic
            40. Diversity HR strategy
            41. Setting as contingency
            42. Service vs. Manufacturing
            43. Public, non-profit & private org.
            44. IPOs vs. Established
            45. Risk tolerance
         3. Competing frameworks
            1. Universal perspective
            2. Configurational perspective
            3. Universal vs. Configurational vs. Contingency
      2. 2) shifting from a focus on managing people to creating strategic contributions
         1. 4 strategic outcomes for SHRM
            1. 1) equity and human relations
            2. 2) competitive performance
            3. 3) innovation and flexibility
            4. 4) interunit integration
         2. Role of HR department in driving org. performance
            1. HR activities have major influence on ind. perf. and therefore productivity and org. perf.
            2. The cycle of HR activities are interdependent
            3. Effective strategic management requires effective HR management
         3. Open Systems Theory
            1. Loci 1: competence
            2. Knowledge
            3. Skill
            4. Capabilities
            5. strategies here consist of competence acquisition, utilization, retention and displacement
            6. Loci 2: behavior
            7. strategies here consist of behavior control and coordination
            8. HR systems as coherent wholes
            9. Human capital perspective
         4. 3 approaches to strategic contributions
            1. 1) RBV and strategic contributions
            2. 2) human resource practices
            3. Links between strategy and HR practices, and firm performance
            4. SHRM and market orientation
            5. High-investment HR practices and core vs. support employees
            6. Economic and human synergies in mergers and acquisition
            7. 3) intellectual capital
            8. Human capital (HC)
            9. HC & managers
            10. Technical < strategic managerial capabilities in terms of performance
            11. SHRM is related to HR professionals' individual performance
            12. HC only enhances performance if top managers perceive HC as an asset
            13. HC & performance
            14. HC & learning
            15. Systems perspective needed
            16. Social capital (SC)
            17. Costs
            18. Maintenance
            19. Foregone innovation
            20. Institutionalized power
            21. Benefits
            22. Commitment justification
            23. Work flexibility
            24. Collective organization
            25. Enhances intellectual capital
            26. Source of competitive advantage
            27. High Performance Work Systems (HPWS) and SC
            28. Enhances internal social structure
            29. Enhances financial performance
            30. Enhances sustainability
            31. Organizational capital
      3. 3) elaborating HR system components and structure
      4. 4) expanding the scope of SHRM
      5. 5) achieving HR implementation and execution
      6. 6) measuring outcomes of SHRM
      7. 7) evaluating methodological issues
   3. 6 Theoretical models of SHRM
      1. 1) behavioral
      2. 2) cybernetic
      3. 3) agency/transaction cost theory
      4. 4) resource-based view
         1. Human capital
            1. Human resource capabilities & core competencies
         2. Organizational processes
            1. sustained competitive advantage
            2. competitive vulnerability
      5. 5) power/resource dependance
      6. 6) institutional theory
3. International HRM
   1. 4 types of fit
      1. 1) between IHRM functions and org life cycle stage
      2. 2) internally within various HR functions
      3. 3) between the HR practices and the firm's cross-national/cultural environment
      4. 4) between HR functions of the corporate and foreign subsidiary levels
         1. exportive
         2. adaptive
         3. integrative
         4. 3 approaches to managing affiliates