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Leading HR

Paul Sparrow, Martin Hird, Anthony Hesketh and Cary Cooper
Additional contact information
Paul Sparrow: Lancaster University
Martin Hird: Lancaster University
Anthony Hesketh: Lancaster University
Cary Cooper: Lancaster University

in Palgrave Macmillan Books from Palgrave Macmillan

Date: 2010
ISBN: 978-0-230-28134-9
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Chapters in this book:

Ch Chapter 1 Introduction: Performance-Led HR
Paul Sparrow, Anthony Hesketh, Martin Hird and Cary Cooper
Ch Chapter 10 Cooperative Financial Services: Linking Ethics, Engagement, and Employer Branding to Business Model Change
Craig Marsh and Rob Woolley
Ch Chapter 11 McDonald’s UK: From Corporate Reputation to Trust-Based HR
Paul Sparrow, Shashi Balain and David Fairhurst
Ch Chapter 12 Vodafone: Creating an HR Architecture for Sustainable Engagement
Paul Sparrow, Shashi Balain and Paul Chesworth
Ch Chapter 13 The Future Scenario for Leading HR
Anthony Hesketh, Paul Sparrow and Martin Hird
Ch Chapter 2 HR Structures: Are They Working?
Martin Hird, Paul Sparrow and Craig Marsh
Ch Chapter 3 Nestlé: Reflections on the HR Structure Debate
Martin Hird and Matt Stripe
Ch Chapter 4 Using Business Model Change to tie HR into Strategy: Reversing the Arrow
Paul Sparrow, Anthony Hesketh, Martin Hird, Craig Marsh and Shashi Balain
Ch Chapter 5 NG Bailey: Constructing Business Model Change
Craig Marsh and Helen Sweeney
Ch Chapter 6 Using Relationships Between Leaders to Leverage More Value from People: Building a Golden Triangle
Anthony Hesketh and Martin Hird
Ch Chapter 7 BAE: Using Senior Management Assessment as Part of a Talent Strategy
Martin Hird, John Whelan and Sherief Hammady
Ch Chapter 8 Integrated Organization Design: The New Strategic Priority for HR Directors
Craig Marsh, Paul Sparrow and Martin Hird
Ch Chapter 9 Understanding the Value of Engagement: Building Belief in Performance
Shashi Balain and Paul Sparrow

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Persistent link: https://EconPapers.repec.org/RePEc:pal:palbok:978-0-230-28134-9

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DOI: 10.1007/978-0-230-28134-9

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