Peter is an award-winning academic and teaches within the EMBA. He researches and publishes in a variety of areas concerned with leadership, management and human resource management. Peter is the author of over 70 academic articles and book chapters as well as three textbooks. He is a well-known consultant and executive educator and has worked with many large Australian and international companies running programs in management, leadership and change.
Can supervise: YES
Managing People in Sport Organizations provides a comprehensive overview of the theory and practice of managing people within a human resource management framework. It provides the reader with the skills to understand and work with people in sport organizations and, given the significant changes in sport organizations over the past twenty years, it addresses the issues of managing organizational complexity and how human resources adds value. Written by a team of expert authors it: Provides a systematic approach to managing people based on well established conceptual frameworks supported by substantial empirical research Analysis and explains how to understand and work with people in organisationally complex situations Outlines how HR can support organisational strategy, positively impact performance and deliver sustainable success Designs a strategic human resource management plan that is effective, sustainable and able to adapt to changing conditions. Covers the key research findings in the key area of HR in sport. With each chapter including learning objectives, key issues, international cases studies and supported by online PowerPoint slides Managing People in Sport Organizations is the definitive text for this crucial area of sports management. © 2008, Tracy Taylor, Alison Doherty and Peter McGraw. All rights reserved.
Mcgraw, P 2015, 'Changing patterns of compensation and benefits in multinational and Australian companies 1996-2009', Asia Pacific Journal of Human Resources, vol. 53, no. 1, pp. 59-82.View/Download from: Publisher's site
© 2014 Australian Human Resources Institute. This paper explores the compensation and benefits (C & B) practices of subsidiaries of multinational companies (MNCs) operating in Australia between 1996 and 2009 and contrasts them with comparable local firms. The evolution of C & B over the period is tracked using a composite index taken from two iterations (1996, 2008/9) of the CRANET Australia survey of HR practices and analysed in the context of significant deregulation of Australian human resource/industrial relations institutional settings during this period. The research finds no overall increase in compensation and benefits sophistication, but significant differences between MNCs and locals and enduring country of origin/region effects within the different MNC groups. Localization pressures on MNC practices appear to have reduced in response to deregulation and there is some, but not conclusive, evidence of increasing dominance effects.
McGraw, P 2014, 'A Review of Human Resource Development Trends and Practices in Australia: Multinationals, Locals, and Responses to Economic Turbulence', Advances in Developing Human Resources, vol. 16, no. 1, pp. 92-107.View/Download from: UTS OPUS or Publisher's site
The Problem: The evolution of human resource development (HRD) practices in Australian-based organizations has been the focus of only limited rigorous longitudinal research. Consequently, HRD practitioners lack data on key trends against which to position their own initiatives. The Solution: This article outlines, analyzes, and comments on the pattern of HRD from the mid-1990s to the present day with reference to economic turbulence and responses to it, especially since the beginning of the global financial crisis in 2007. The central themes of the review are the emergence of more "performance"-oriented approaches toward HRD assessment and evaluation, the HRD practices of multinational companies (MNCs) operating in Australia compared with locally owned organizations, and HRD practices within foreign owned MNCs from different home countries. Data for the article is drawn primarily from the analysis of three iterations of the Cranfield Network on International Human Resource Management (CRANET) Australia survey from the years 1996, 1999, and 2009. The Stakeholders: Practical lessons are drawn from the review concerning the current focus on reactive, performance-oriented, short-term HRD practices and the neglect of more strategic long-term HRD initiatives. The results will be of interest to researchers, policymakers, and HR practitioners. © The Author(s) 2014.
Peretz, M & McGraw, P 2011, 'Trends in Australian human resource development practice, 1996-2009', ASIA PACIFIC JOURNAL OF HUMAN RESOURCES, vol. 49, no. 1, pp. 36-54.View/Download from: UTS OPUS or Publisher's site
Rupidara, NS & McGraw, P 2011, 'The role of actors in configuring HR systems within multinational subsidiaries', HUMAN RESOURCE MANAGEMENT REVIEW, vol. 21, no. 3, pp. 174-185.View/Download from: UTS OPUS or Publisher's site
McGraw, P & Peretz, M 2011, 'HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996-2009', INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, vol. 22, no. 12, pp. 2539-2557.View/Download from: UTS OPUS or Publisher's site
Rupidara, NS & McGraw, P 2010, 'Institutional change, continuity and decoupling in the Indonesian industrial relations system', Journal of Industrial Relations, vol. 52, no. 5, pp. 613-630.View/Download from: Publisher's site
This article analyzes long run change and continuity within the Indonesian industrial relations (IR) system. Although focused more on labour reform in the post-Soeharto era, the analysis also extends the time line backwards to review key aspects of the Old and New Order periods so as to provide perspective for more recent developments. The article employs institutional theory in the analysis and highlights the roles of different actors during different periods of change. Data was collected through narrative interviews with relevant IR actors and taken from a range of secondary sources. While acknowledging profound changes in the logics and structures of Indonesian IR, the analysis also reveals evidence of institutional continuity across time. The article concludes that recent reforms have produced several negative outcomes for both workers and the labour movement, and have focused more on overt structural elements but less on cultural-cognitive and normative elements that determine behaviour within the new structures. © Industrial Relations Society of Australia.
McGraw, P 2004, 'Influences on HRM practices in MNCs: A qualitative study in the Australian context', International Journal of Manpower, vol. 25, no. 6, pp. 535-546.View/Download from: Publisher's site
This paper uses data from interviews with HRM managers of the Australian operations of overseas multinational companies to critically question the analytical utility of a number of standard factors that have traditionally been claimed, in the international HRM literature, to influence decisions concerning the appropriate balance between centralization and localization in HRM. The variables reviewed are primarily structural: industry sector, strategic role of the subsidiary, administrative heritage and formal organizational structure. The data suggest that the firms modify their formal structures frequently in response to environmental turbulence and have evolved towards structural forms that are radically asymmetrical. Two variables that have received limited academic attention to date but which critically mediate the pattern of intended changes are identified. First, the perception by key actors in subsidiaries of HR competence elsewhere in the MNC network, particularly head office. Second, the propensity of the staff in the subsidiary to lobby politically against changes they did not perceive to be rational.
McGraw, P & Harley, B 2003, 'Industrial Relations and Human Resource Management Practices in Australian and Overseas-Owned Workplaces: Global or Local?', Journal of Industrial Relations, vol. 45, no. 1, pp. 1-22.View/Download from: Publisher's site
This paper compares human resource (HR) and industrial relations (IR) practices in the workplaces of predominantly Australian and predominantly overseas-owned organisations. It advances understanding of HR/IR in Australia and elsewhere by considering two questions. First, whether Australian-owned workplaces have different HR/IR practices from overseas-owned workplaces. Second, whether there has been a convergence or divergence of practices between the two groups in recent years. The analysis is conducted using the Australian Workplace Industrial Relations Survey data from the years 1990 and 1995 (AWIRS 90/95). The main findings are that there are significant differences in HR/IR practice between Australian and overseas-owned workplaces. Both groups have increased their use of sophisticated HR/IR practices, but the overseas-owned workplaces have increased their usage at a faster pace. On the basis of these findings, we suggest caution in accepting the argument that globalisation pressures necessarily lead to a uniform convergence of HR/IR practices across the globe. While it appears that globalisation has stimulated local and overseas-owned firms to move in qualitatively similar directions, they are doing so at rates sufficiently varied for the gap to be increasing when measured quantitatively. In this sense, the locals might best be described as lagging behind the overseas firms in the adoption of HRM practices. © 2003, Sage Publications. All rights reserved.
A comprehensive introductory workshop aimed at building student readiness for participation in project based group work is outlined. This article develops a rationale for teaching such a workshop and outlines a step-by-step approach complete with all necessary materials. The core of the workshop is a case developed by the authors, which draws upon the real life experience of a group of graduate students. Debrief questions are provided for the case from the student and faculty perspective. The workshop also contains an exercise aimed at surfacing students' experiences of group work and a set of recommendations aimed at reducing problems in student project groups. This paper concludes that, along with other benefits, the workshop develops a strong normative framework for legitimising appropriate behaviour in student project groups. © 2001, MCB UP Limited
McGraw, P & Palmer, I 1995, 'Beyond Tea, Towels and Toilets? Lessons from a Top 500 Company in Using Joint Consultative Committees for Enterprise Bargaining', Asia Pacific Journal of Human Resources, vol. 32, no. 3, pp. 97-104.View/Download from: Publisher's site
McGraw, P & Palmer, I 1994, 'Human Resource Managers and the Closed Shop: Individuals and Organizations in NSW', Journal of Industrial Relations, vol. 36, no. 4, pp. 519-529.View/Download from: Publisher's site
The closed shop is once again a focus of attention as the result of several states introdctcing legislation that seeks to outlaw the practice. This is despite a number of academic studies that have suggested that managers have much to gain from the closed shop and are often active supporters of it. In this study the impact of the anti-closed shop provisions of the Industrial Relations Act, 1991 (NSW) are assessed by way of a survey that asked seventy human resource managers to indicate how the legislation had affected their organizations. The same managers were also asked about their personal views on the closed shop and any advantages and disadvantages they associated with the practice. The study concludes that, at the time of the survey, the impact of the legislation was limited and that 60 per cent of the surveyed organizations continued to operate closed shops as they did before the Act came into effect. This is despite the fact that the majority of managers had a strong personal antipathy to the closed shop and claimed to see few advantages in the practice. A number of possible explanations are put forward to explain the dissonance between individual views and organizational practices. © 1994, Sage Publications. All rights reserved.
Mcgraw, P & Kramar, R 2016, 'Human Resource Development in Australia and New Zealand' in McCarthy, A, Morley, M & Garavan, T (eds), Global Human Resource Development: Regional and Country Perspectives, Routledge, USA, pp. 19-38.View/Download from: UTS OPUS
Thornthwaite, L & McGraw, P 2012, 'Still "staying loose in a tightening world"? revisiting gerald mars' cheats at work' in Barnes, A & Taksa, L (eds), Rethinking Misbehavior and Resistance in Organizations, Emerald Group Publishing Limited, USA, pp. 29-55.View/Download from: UTS OPUS or Publisher's site
Purpose - To examine Gerald Mars' contribution to scholarly understanding of workplace crime by revisiting his seminal work, Cheats at Work, and to explore developments in the forms, patterns, and implications of cheating at work since its publication. Methodology/approach - This chapter critically reviews Cheats at Work and explores the changing nature of fiddling over time using the analytical framework and four associated occupational categories of workplace crime identified by Mars. The review is based on three main sources: recent scholarly literature on misbehavior, deviance, and employee misconduct; cases from industrial law reports, newspapers, and social media; and the views of informants conveyed directly to the authors. Findings - The analytical framework that Mars contributed remains useful even if the boundaries of the occupational categories of workplace crime are now more blurred, with some jobs and fiddles spanning categories. Although, technology has changed the nature of fiddling, new forms have emerged as old ones have disappeared. Social implications - Three decades after publication of Mars's study, it is evident that fiddling remains a normal, albeit covert, activity in many jobs and occupations. His typology continues to be valuable for explaining patterns, forms, and implications of cheating at work. Originality/value of chapter - Given the growing interest in the forms and implications of misbehavior and workplace resistance, this chapter provides an opportunity for reflection on the enduring salience of Cheats at Work, thirty years after its publication. Copyright © 2012 by Emerald Group Publishing Limited.
Key c nsiderations in the effective manag ment of paid empl yees nd volunte rs are presented in this chapter. Th chapter examine the topics of recruitment, sel ction, orientation, training and devel pment, and performance management in the overall context of attracting and r taining the best possible staff and providing an environment where they co n perform to Lheir highest potential. Matters associated with managing and working within a voluntary sport organisati nand rela ed to the 'paid/unpaid' dichotomy of many su h organisations ar also dis ussed.