Designing HR Organizational Structures in terms of the HR Business Partner Model Principles from the Perspective of Czech Organizations

Stříteský, Marek; Quigley, Martin John David

doi:10.18267/j.cebr.74

Cited by 6 publications

(2 citation statements)

References 7 publications

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“…In analysing the advantage of the HRBP approach and getting a deeper insight of how it works, it is worthy studying the practice in organisations of various industries within different contexts. Stříteský and Quigley (2014) conducted research on the HRBP model from the perspective of Czech organisations. They reviewed a few human resource theories and made their reflections on an HRBP model put forward by Ulrich (1998), as described earlier in Figure 1.…”

Section: Human Resource Business Partner Practice In Organisationsmentioning

confidence: 99%

Exploring Human Resource Management Approaches to Improve Performance in the New Customs Agency in China From a Human Resources Business Partners Perspective

2021

World Customs Journal

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As a law enforcement department which is affiliated to the state council, China Customs is playing an important role in safeguarding international trade and national security. China Customs witnessed a fundamental change in 2018, with the merging of the China Entry-Exit Inspection and Quarantine Bureau (CIQ). The restructured government agency is facing a series of challenges in human resource management due to changes in human resource policies following the merger. This research aims at proposing an innovative approach to human resource management in a selected customs branch, based on surveys and interviews. By distributing questionnaires to nearly two hundred customs officers, analysis was conducted through both qualitative and qualitative methods. This article discusses the possibilities of adopting a human resources business partner (HRBP) model in this government agency. The results show that this model is overwhelmingly supported by customs officers at various levels and demonstrate the added value of the HRBP. However, the author realises that there is a long way to go for the implementation of HRBP in the customs service in China for a couple of reasons, and this article further proposes an action plan in implementing an HRBP model in the service.

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Section: Human Resource Business Partner Practice In Organisationsmentioning

confidence: 99%

Exploring Human Resource Management Approaches to Improve Performance in the New Customs Agency in China From a Human Resources Business Partners Perspective

2021

World Customs Journal

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“…Especialmente no que tange às competências do profissional da GRH -hipóteses H4c e H5g -, verificase problemas inerentes às competências do parceiro estratégico, seja por falta de indicativos do que se espera de sua função (Njemanze, 2016), seja por falta de domínio de análise de dados organizacionais (Stříteský & Quigley, 2014), ou ainda por não terem competências necessárias para desenvolver seu papel (Caldwell, 2010).…”

Section: Considerações Finaisunclassified

As Diferenças entre o Modelo e as Competências da Parceria Estratégica entre a Gestão de Recursos Humanos e os Gestores de Linha em Empresas Nacionais e Multinacionais

2018

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O objetivo deste artigo é comparar as características do modelo de parceria entre a área de gestão de recursos humanos (GRH) e os gestores de linha (GL) em empresas nacionais e multinacionais, destacando as diferenças significativas, em especial as referentes às competências profissionais. Realizou-se uma survey com amostra de 99 respondentes. O instrumento de coleta foi desenvolvido com base no estudo de Holley (2009) e do CRANET Network (Fischer & Amorim, 2015). A análise dos dados constituiu-se em duas etapas, na primeira, testou-se a hipótese 1 (H1) por meio de análise bivariada e na segunda aplicou-se a regressão logística com a finalidade de testar as hipóteses 2, 3, 4 e 5. Constatou-se não existir diferenças significativas entre os modelos de parceria entre a GRH e os GL segundo o tipo da empresa. Todavia, identificou-se diferenças significativas entre os tipos de empresas nos seguintes aspectos: utilização de tecnologia da informação, domínio de conhecimento dos processos de GRH e de competências necessárias para a atuação como parceiro estratégico. Almeja-se contribuir para o campo da GRH ao compreender melhor sua importância estratégica, bem como para tornar mais eficiente a parceria entre profissionais de GRH e GL.

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The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role

Bennett,

McCracken,

O’Kane

et al. 2023

Human Res Mgmt Journal

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Human resource business partnering is an established mechanism for the advancement of strategic HR. While much research has reported on relationships between partners (HRBPs) and line managers, relationships between partners and other aspects of the HR function are less well understood, as is the interplay between HRBP‐LMP and HRBP‐HR relationships. Through the use of paradox theory and case study methodology centred on a large public sector health care authority, we found these two sets of relationships to be operating paradoxically within an operational frame of reference, thereby constraining the establishment of strategic partnering.

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Designing HR Organizational Structures in terms of the HR Business Partner Model Principles from the Perspective of Czech Organizations

Cited by 6 publications

References 7 publications

Exploring Human Resource Management Approaches to Improve Performance in the New Customs Agency in China From a Human Resources Business Partners Perspective

Exploring Human Resource Management Approaches to Improve Performance in the New Customs Agency in China From a Human Resources Business Partners Perspective

As Diferenças entre o Modelo e as Competências da Parceria Estratégica entre a Gestão de Recursos Humanos e os Gestores de Linha em Empresas Nacionais e Multinacionais

The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role

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