Torrence Sparkman Headshot

Torrence Sparkman

Associate Professor

Department of Management
Saunders College of Business

Office Location

Torrence Sparkman

Associate Professor

Department of Management
Saunders College of Business

Education

BS, University of Illinois at Chicago; M.Div., Trinity Evangelical Divinity School; Ph.D., University of Illinois at Urbana-Champaign

Select Scholarship

Invited Article/Publication
Byrd, M., & Sparkman, T. (2021). Reconciling the Business Case and the Social Justice Case for Diversity: A Model of Human Relations. Human Resource Development Review. . .
Sims, C., Carter, A., Sparkman, T., Morris Jr, L., & Durojaiye, A. (2021). On Black Male Leadership: A study of Leadership Efficacy, Servant Leadership, and Engagement Mediated by Microaggressions. Advances in Developing Human Resources.. . .
Sparkman, T., (2021). Black Male Executives in Higher Education: The Experience of Ascending the Academic Leadership Ladder. Advances in Developing Human Resources.. . .
Sparkman, T., (2019). Building leadership capacity: A framework for disruptive events in tourism. Journal of Industrial and Commericial Training. . .
Sparkman, T., (2019). Exploring the boundaries of diversity and inclusion in Human Resource Development. Human Resource Development Review. . .
Sparkman, T., (2017). Leader development experiences of church denomination executives. The Journal of Applied Chrisitiona Leadership. . .
Sparkman, T., (2015). The factors and conditions for National Human Resource Development. European Journal of Training and Development. . .
Sparkman, T., (2011). The work cognition inventory: Evidence of construct validity. Human Resource Development Quarterly. . .
Sparkman, T., (2010). Human resource development, organizational development, organizational learning and organizational effectiveness: All needed more that ever. Human Resource Development International. . .
Invited Keynote/Presentation
Cho, Y., Byrd, M., & Sparkman, T. (2021). Diversity, Equity & Inclusion in HRD. HRD Master Class (Podcast) Academy of Human Resource Development.
Shields, L., & Sparkman, T. (2019). A case for cognitive diversity research in HRD. The University Forum for Human Resource Development Annual Conference.
Atkins, S., & Sparkman, T. (2019). Creating the inclusive classroom through faculty learning communities. Academy of Management.
Sparkman, T., (2018). The wisdom of development: Our role in God's plan: A comparison of spiritual development with the field of human resource development. Intervarsity Graduate and Faculty Conference-Northeast Region.
Sparkman, T., (2018). Employee onboarding, orientation, and retention practices- How to hire and keep good employees. New York State Hospitality and Tourism Association.
Sparkman, T., (2018). Contemporary theoretical, pedagogical, and practical boundaries of diversity and inclusion in human resource development. Academy of Human Resource Development.
Sparkman, T., (2016). Reflections on the dissertation experience. University of Illinois- Doctoral research class.
Sparkman, T., (2016). Understanding and addressing executive leadership development needs. Mandela-Washington Fellowship- For Young African Leaders.
Sparkman, T., (2014). Revisiting Brazil: Exploring the factors and conditions for national human resource development. Academy of Human Resource Development.
Sparkman, T., (2013). Leadership lessons learned: The developmental experience of senior executive leaders in an African American church Denomination. Association of Black Sociologists.
Sparkman, T., (2013). Development experiences of executive church leaders. Academy of Human Resource Development.
Sparkman, T., (2010). Individual leadership differences and means for influencing performance: An ethnography. Congress of Qualitative Inquiry Conference.
Sparkman, T., Gitonga, K., & Cho, K. (2010). Seeking the knowledge within: Enhancing executive leadership development, human capital and social capital in organizations through action learning. Academy of Human Resource Development.
Sparkman, T., (2009). Leadership capacities, skills, and needs at the senior executive level of a traditional religious denomination. Association of Black Sociologists.
Sparkman, T., (2009). Leadership capacities, skills, and needs at the senior executive level of a traditional religious denomination. Congress of Qualitative Inquiry Conference.
Full Length Book
(2019). Strategies for attracting, maintaining, and balancing a mature workforce. Sparkman, T.,
Book Chapter
(2019). Maintaining a mature workforce in the nursing profession. Strategies for attracting, maintaining, and balancing a mature workforce. Sparkman, T.,
Published Conference Proceedings
Sparkman, T., (2018). Contemporary theoretical, pedagogical, and practical boundaries of diversity and inclusion in human resource development. Academy of Human Resource Development.
Sparkman, T., (2014). Revisiting Brazil: Exploring the factors and conditions for national human resource development. Academy of Human Resource Development.
Sparkman, T., (2013). Development experiences of executive church leaders. Academy of Human Resource Development.
Sparkman, T., (2010). Individual leadership differences and means for influencing performance: An ethnography. Congress of Qualitative Inquiry Conference.
Sparkman, T., Gitonga, K., & Cho, K. (2010). Seeking the knowledge within: Enhancing executive leadership development, human capital and social capital in organizations through action learning. Academy of Human Resource Development.
Sparkman, T., (2009). Leadership capacities, skills, and needs at the senior executive level of a traditional religious denomination. Congress of Qualitative Inquiry Conference.
Journal Paper
Sparkman, Torrence E. "The Factors and Conditions for National Human Resource Development in Brazil." European Journal of Training and Development 39. 8 (2015): 666-680. Print.

Currently Teaching

HRDE-380
3 Credits
Human resources within an organization provide value added dimensions to the organization, which in turn influence the larger society within which the organization exists. The management of those human resources is a critical function within any organization. The goal of the human resource management (HRM) department is to attract qualified employees, manage systems that meet their needs and establish policies and protocols to retain and promote employee engagement. This effort develops a workforce that can meet the organizational strategic goals for growth and continued relevance in the world of work. This course provides an overview of HRM and the context within which HRM functions in organizations.
HRDE-383
3 Credits
A total rewards program within an organization develops and aligns a reward strategy for employees to reinforce the behavior and performance required to support the organizations overall strategy. This course identifies what rewards are, both tangible and intangible, including compensation and benefits. Using the information a rewards program is built reflecting existing business conditions and cost constraints. This program is used as an organizational strategy to satisfy personal and financial needs of the current and future workforce.
HRDE-387
3 Credits
Employment law and regulations govern how the workforce functions. Adherence to the law can raise questions due to context of the situation and applicability of the law to a variety of situations. This course will explain employment laws and regulations as they apply to a variety of workplaces and interpret how these laws and regulations require compliance through the practice of human resource management.
HRDE-710
3 Credits
This course introduces students to the concepts that are the foundation of HRD and how these concepts are applied in a real-world environment. Human resource development is a distinct and unique area of practice that focuses on aligning employee learning and development with the strategic direction of an organization. This course provides an orientation to the profession and explores historical perspectives, theoretical foundations, and the practice of HRD.
HRDE-711
3 Credits
This course teaches the systematic application of social research procedures to evaluate the conceptualization, design, implementation, and utility of human resource development programs.
HRDE-765
3 Credits
As strategic partners in global workforce development, human resource development professionals guide organizations to build and maintain a diverse workforce. Diversity and inclusion exploit the natural synergies of a multicultural workforce. This course will examine dimensions of diversity beyond race, ethnicity, and gender and create opportunities to develop an understanding about how these dimensions intersect and play out in the workplace. The purpose of this course is to provide HRD professionals the knowledge required to manage these dynamics in an organizational setting and lead initiatives that will create and maintain an inclusive workplace. Project work will allow for the in-depth ability to assess the current state of diversity within a defined organization, conduct research and benchmarking to build a diverse workforce, and develop a diversity strategic plan with an on-going evaluation component to assess the success of diversity initiatives.
HRDE-795
0 Credits
A written comprehensive exam is one of the non-thesis methodologies for completion of the MS degree. Students will demonstrate a fundamental knowledge of the theories and foundation principles. This course will include a review of the main concepts of each of the core subjects. Completion of all HRDE core and required courses required. Students must receive a passing grade of at least 80 percent to be successful. Students will have one additional opportunity to pass this examination if their initial attempt results in a failing grade.
MGMT-340
3 Credits
This course applies concepts of ethics to business at the macro level and at the micro level. At the macro level the course examines competing business ideologies exploring the ethical concerns of capitalism as well as the role of business in society. At the micro level the course examines the role of the manager in establishing an ethical climate with an emphasis on the development of ethical leadership in business organizations. The following topics are typically discussed: the stakeholder theory of the firm, corporate governance, marketing and advertising ethics, the rights and responsibilities of employees, product safety, ethical reasoning, business's responsibility to the environment, moving from a culture of compliance to a culture of integrity, and ethical leadership.

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