Paul Sparrow, Martin Hird and Cary Cooper are writing the second Centre book for Palgrave titled Do We Need HR? Reconfiguring For Success. This is due out in summer 2013.
Paul Sparrow is a co-editor of a book for Cambridge University Press with Hugh Scullion and Ibraiz Tarique on Strategic Talent Management. This is due out in summer 2013.
Previous Books: Leading HR
Published by Palgrave-MacMillan, Leading HR draws upon the findings from the research agenda that has been pursued by the Centre for Performance-led HR from 2006 to 2009.
''Leading HR begins with research based in successful organizations and builds a thought provoking new paradigm for thinking about the changing roles and responsibilities of HR.' - Professor Patrick M. Wright, William J. Conaty GE Professor of Strategic Human Resources, Cornell University
The last two years have served to strengthen the role of and need for, high calibre HR professionals. Leading HR provides real insight into how HR needs to respond to today's world. It asks important questions about our agenda, relationships and capabilities in the context of business change and moves to answer them in a thoughtful and practical way.' - Jackie Orme, Chief Executive of the Chartered Institute of Personnel and Development'
It is increasingly clear that people are indeed at the heart of corporate strategy and it is through the energy, innovation and engagement of employees that companies succeed. However, what is less clear is the role that the HR function can play in supporting and framing the people agenda. This very useful and informative book brings the debate about the role of the HR function bang up to date. Drawing from a wide range of cases and research insights the authors show clearly what it takes for the HR function to win. Filled with strategic imperatives, issues for reflection and ideas for implementation it shows what it takes for the profession to be indeed at the centre of corporate strategy. A must have on every HR professional's bookshelf.' - Professor Lynda Gratton, London Business School, author of 'Hot Spots'
'Changing business needs demand new responses from human resources. Human resource leaders who want to succeed – and want to help their organizations succeed as well – should read Leading HR to understand both the new, technical challenges that business faces and how they need human resources to help them.' - Professor Peter Cappelli, Director, Center for Human Resources, The Wharton School, University of Pennsylvania
1. Introduction: Performance-led HR - Paul Sparrow, Anthony Hesketh, Martin Hird and Cary Cooper
2. HR Structures: Are They Working? - Martin Hird, Paul Sparrow and Craig Marsh
3. Nestlé: Reflections on the HR Structure Debate - Martin Hird and Matt Stripe
4. Using Business Model Change to tie HR into Strategy: Reversing the Arrow - Paul Sparrow, Anthony Hesketh, Martin Hird Craig Marsh and Shashi Balain
5. NG Bailey: Constructing Business Model Change - Craig Marsh and Helen Sweeney
6. Using Relationships Between Leaders To Leverage More Value From People: Building a Golden Triangle - Anthony Hesketh and Martin Hird
7. BAE: Using Senior Management Assessment as Part of a Talent Strategy - Martin Hird, John Whelan and Sherief Hammady
8. Integrated Organisation Design: The New Strategic Priority for HR Directors - Craig Marsh, Paul Sparrow and Martin Hird
9. Understanding the Value of Engagement: Building Belief in Performance - Shashi Balain and Paul Sparrow
10. Co-operative Financial Services: Linking Ethics, Engagement and Employer Branding to Business Model Change
Craig Marsh and Rob Woolley
11. McDonald's UK: From Corporate Reputation To Trust-based HR - Paul Sparrow, Shashi Balain and David Fairhurst
12. Vodafone: Creating an HR Architecture for Sustainable Engagement - Paul Sparrow, Shashi Balain and Paul Chesworth
13. The Future Scenario for Leading HR -Anthony Hesketh, Paul Sparrow and Martin Hird
Other books written by Centre members include:
Chris Brewster, Paul Sparrow Guy Vernon and Liz Houldsworth
"...The new edition of International HRM makes readers think critically and reflect upon some taken-for-granted assumptions and controversies in the field. The greater emphasis on institutional influences on HRM is a timely and valuable contribution to the current debates in comparative and international HRM".
Dana B. Minbaeva, Professor with Special Responsibilities, Department of Strategic Management and Globalization,, Copenhagen Business School
"...The culture part is great! This is critical because of the depth in which it covers international culture, particularly in comparison to other IHRM which do not provide sufficient detail. I also like the way that culture is embedded within the performance management chapter. There are also an interesting range of case studies and it is good to see the geographical diversity in them; other texts often rely on China and USA for most of their cases."
Dr Fiona Robson, Senior Lecturer, Newcastle Business School
“This book unites the insights and knowledge of two prominent scholars into a fascinating mix of insights, data and prediction. They make a formidable partnership …and dissect with precision and elegance the changing nature of work, the challenges of the new employment relationship and the impact both on individuals and organisations… a thought-provoking, timely and beautifully crafted book that will be extremely useful in enabling managers and HR specialists to build a conceptual understanding of the theme in order to navigate the path of this changing relationship, and to academics and students as they attempt to understand the complexity of this crucial issue.” Professor Lynda Gratton, London Business School
"Sparrow and Cooper provide an extensive analysis of the trends impacting this relationship, as well as important implications for how to manage the employment relationship to achieve organizational success. They explore the past, present, and future of the employment relationship in a way that is a must reading for any organizational decision maker who hopes to create competitive advantage through people." Professor Patrick Wright, Cornell University
"This book successfully tackles a tough task…. Sparrow and Cooper provide a data-rich, readable account of the overarching trend toward flexibility in employment, providing research, examples and international perspectives to highlight the prevailing trend toward individuation of work. Proponents of evidence-based management practice will find in this book a thorough yet pragmatic source of insight into the challenges employers and workers face in fostering employment relations that serve their many needs and interests. Fascinating, grounded, and readable”. Professor Denise Rousseau, Carnegie Mellon University
"Sparrow and Cooper are two of the most widely-published authorities in the world on the "employment relationship". The book is rigorously researched, laced with interesting examples, and extremely well written. They perform an outstanding job of analysing this topic and advancing our understanding of its applicability… The book will be of intense interest and use to academics and practitioners alike in their attempts to understand and improve individual and organizational behaviour and effectiveness." Professor Randall S. Schuler, Rutgers University and GSBA Zurich
Philip Brown and Anthony Hesketh
"..the strength of the book is its empirical material in support of insightful critiques of our contemporary economy, job market and recruitment industry." British Journal of Industrial Relations
"...An important critique of where managerial jobs and careers are headed. [It] offers a powerful and alternative view of the "War for Talent", a future where talent is increasingly global and abundant and good opportunities remain rationed" Professor Peter Cappelli, Wharton School, University of Pennsylvania.
"This is a timely, provocative, and novel book that is destined to become a classic" Professor Alan Felstead, Centre for Labour Market Studies, University of Leicester.
Globalizing Human Resource Management
Paul Sparrow, Chris Brewster and Hilary Harris
"… this book is timely, thorough, and useful. With geographic national borders being replaced by global firms, their work unravels both the HR implications of a global strategy and the HR implications of working in different countries. Their work integrates theory, research, and practice and lays out what managers can do and what researchers should study. By reading and using their work, line managers and HR professionals will define and create the capabilities needed for success. An exceptional work." Professor Dave Ulrich, University of Michigan Business School
"…These authors have masterfully drawn from an extensive amount of literature to enrich their own research and produce a work of remarkable depth and insight. [It] will prove invaluable to all those wanting to understand the impact of Globalization on HRM." Professor Jean-Luc Cerdin, Ecole de Commerce , ESSEC Business School
"…this excellent book advances understanding of why multinational enterprises are adopting more global solutions in the delivery of their international human resources management. It also throws much light on how such solutions are delivered so it should be required reading for all those involved in international HRM." Professor Greg Bamber, Director, Graduate School of Management, Griffith University, Australia
"…This book genuinely has globalization at the centre of its research… It covers in detail the pressures that are driving the HR profession to think and behave internationally.. [It] is a real attempt to look at HRM through an international lens… [It] articulates the key characteristics, challenges and impact of globalisation, the impact of IT and international mobility on the HR profession… The case studies are a valuable way of providing a reality check on theory and research…. We at last have some valuable and practical approaches." Review for Human Resources Magazine by Sandy Begbie, Director Group Leadership and Development and Reward, Scottish Power
Gerard Hodgkinson and Paul Sparrow
"Let its title not mislead you. This book is written by researchers for researchers… they outline a research agenda that will involve a considerable variety of psychological and organizational science researchers and that will be relevant well into the second decade of this century… This book can add to nearly anyone’s understanding of the scope of managerial and organizational cognition and of what we know about the psychology of strategic management. Further, any reader will find new insights about needed research with regard to theory or methodology in these areas." Professor George Huber, University of Texas, Review for Administrative Science Quarterly, 2006
"In the area of management cognition this book is without doubt the most comprehensive… What sets this book apart is that the authors set out to demonstrate how the development and application of scientifically sound psychological theory and research can contribute to an understanding of the strategic management process… Its thoroughness, depth of understanding make this the book on management cognition." Professor Martha Maznevski, IMD, Review for Organization Studies, 2005
"This trail-blazing book presents a clearly written, extensive survey of research about many psychological aspects of strategic analyses. It provocatively argues for the existence and practical impact of a "strategic competence" that integrates rationality, intuition, emotion, and rules of thumb…This book will attract and stimulate organizational psychologists, strategic-management scholars, and management consultants as well as corporate learning officers." Professor Bill Starbuck, Past President of the (USA) Academy of Management and Professor at Stern Business School, New York
"Hodgkinson and Sparrow have made a significant step toward a trans-disciplinary understanding of strategic management in this accessible, well-written book which provides an attractive new vocabulary for understanding how organization competencies are grounded in cognitive processes." Foreword by Professor Anne S. Huff, Past President of the (USA) Academy of Management and Professor at the University of Colorado at Denver and Cranfield School of Management
"A refreshingly critical perspective on the origins of strategic competence. Hodgkinson and Sparrow's knowledge management lens breathes coherence into a fragmented body of work and should be of particular importance to scholars and others who want a broad rich overview of the field of managerial and organizational cognition and ideas for fruitful avenues of new work." Professor Kathleen Sutcliffe, University of Michigan Business School
"Scholars and managers alike will find there is much to learn from this comprehensive discussion of how managerial and organization cognition and emotions shape the process of strategic management. The analysis provided in "The Competent Organization" is the first comprehensive treatment of a newly emerging field of study that uses established psychological and social principles to understand and begin to improve the processes of strategy formulation, strategy implementation, and organizational learning. Reading it was invigorating!" Professor Susan E. Jackson, School of Management and Labor Relations, Rutgers University