Factors Determining the Role and Tasks of HR Business Partnering in Enterprises

• Autorzy: Maria Wanda Kopertyńska , Natalia Dernowska

Warianty tytułu

Wewnątrzorganizacyjne determinanty roli HR Business Partnera w organizacjach

• Języki publikacji: EN

Abstrakty

EN

The article presents the results of research on the impact of selected factors, such as business strategy, organizational culture, the stage of organizational development, the location of HR in the organizational structure, the type of activity, and the sector to which the company belongs, on the role and scope of the tasks of HR Business Partnering (HR BP).The research method employed was an in-depth, partially structured interview conducted on a group of HR BPs from twenty companies belonging to various sectors. In the interview, the respondents rated the impact of each factor on a scale from 1 to 5, where 1 means definitely has no impact and 5 means there positively is an impact. On the basis of the research, it was shown that the company's business strategy, organizational culture, and the location of HR in the organizational structure have the greatest impact on the shape and role of HR BP in the surveyed organizations. The organizational development phase is slightly less important. On the other hand, the type of activity of the organization as well as the sector to which the company belongs has only a slight impact on the role and scope of tasks of HR BP in the company. (original abstract)

W artykule przedstawiono wyniki badań dotyczących wpływu określonych determinant pochodzących z wnętrza organizacji na rolę i zakres zadań HR Business Partnera (HR BP). Omówiono wpływ strategii biznesowej, kultury organizacyjnej, umiejscowienia HR w strukturze organizacyjnej, fazy rozwoju organizacji, rodzaju działalności organizacji, a także sektora, do którego należy firma, na rolę HR BP w badanych organizacjach. (abstrakt oryginalny)

Słowa kluczowe

EN

Organisational structure; Organisational culture; Human resources; HR Business Partner; Corporation strategies; Enterprise development; Enterprises study; Research results

PL

Struktura organizacyjna; Kultura organizacyjna; Zasoby ludzkie; HR biznes partnera (HRBP); Strategia przedsiębiorstwa; Rozwój przedsiębiorstwa; Badanie przedsiębiorstw; Wyniki badań

• Czasopismo: Zarządzanie Zasobami Ludzkimi
• Rocznik: 2021
• Numer: nr 1-2 (138-139)
• Strony: 65--84

Twórcy

autor

Maria Wanda Kopertyńska

• Wrocław University of Economics

autor

Natalia Dernowska

• Wrocław University of Economics, doctoral student

Bibliografia

• Bowen, D. E. & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the "strength" of the HRM system. Academy of Management Review, 29 (2).
• Caldwell, R. (2008). HR business partner competency models: Re-contextualising effectiveness, Human Resource Management Journal, 18 (3).
• Chudzińska, K. (2018). Ewolucja modelu HR Business Partnera [The evolution of the HR Business Partner model], Marketing i Zarządzanie [Marketing and Management], 1 (51).
• Collins, C. J. (2020). Expanding the resource based view model of strategic human resource management. The International Journal of Human Resource Management. Retrieved from https://www.tandfonline.com/doi/full/10.1080/09585192.2019.1711442.
• Hatch, M. J. (2002). Teoria organizacji [Organization theory]. PWN Scientific Publishers.
• Dessler, G., Griffiths, J. & Lloyd-Walker, B. (2007). Human resource management. Frenchs Forest: Pearson Education.
• Filipowicz, G. (2019). HR Business Partner. Koncepcja i praktyka [The HR Business Partner: Concept and practice]. Wolters Kluwer.
• Greiner, L. E. (1997). Evolution and revolution as organizations grow: A company's past has clues for management that are critical to future success. Family Business Review, 10 (4).
• Lawler III, E. E. (2011). Celebrating 50 years: HR: Time for a reset? Human Resource Management, 50 (2).
• Lawler III, E. E. & Boudreau, J. (2009). What makes HR a strategic partner? People + Strategy, 32(1).
• Lipka, A. (2002). Ryzyko personalne. Szanse i zagrożenia zarządzania zasobami ludzkimi [Personnel risk: Opportunities and threats in the management of human resources], Poltext.
• McCracken, M., O'Kane, P., Brown, T. C. & McCrory, M. (2006). Human resource business partner lifecycle model: Exploring how the relationship between HR BPs and their line manager partners evolve, Human Resource Management Journal, 27(1).
• Mitchell R., Obeidat, S. & Bray, M. (2013). The effect of strategic human resource management on, organizational performance: The mediating role of high-performance human resource practices, Human Resource Management, 52 (6).
• Reilly, P., Tamkin, P. & Broughton, A. (2007). The Changing HR Function: Transforming HR? CIPD.
• Ulrich, D. (1997). Human resource champions: The next agenda for adding value and delivering results. Harvard Business School Press.
• Ulrich, D., Brockbank, W., Younger, J. & Ulrich, M. (2012). HR from the outside in: Six competencies for the future of human resources. McGraw Hill Professional.
• Ulrich, D., Younger, J., Brockbank, W. & Ulrich, M. D. (2013). The State of the HR profession. Human Resource Management, 52 (3).
• Zbiegień-Maciąg, L. (2008). Kultura w organizacji. Identyfikacja kultur znanych firm [Culture in the organization: Identifying the culture of known companies]. PWN Scientific Publishers.

Identyfikatory

DOI

10.5604/01.3001.0014.8786