Human Resources (HR) as a Strategic Business Partner: Value Creation and Risk Reduction Capacity

Mitsakis, Fotios V.

doi:10.5296/ijhrs.v4i1.5285

Cited by 21 publications

(12 citation statements)

References 55 publications

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“…It is widely argued that HRD's strategic outlook could be assessed through the way in which its voice is expressed and heard during corporate strategy's formulation (Garavan, ; Holbeche, ; Mitsakis, ; Sung & Choi, ). Therefore, employees offered their opinion on HRD's ability to do so.…”

Section: Results: Employees’ Perceptions Of the Suggested Strategic Cmentioning

confidence: 99%

“…Therefore, it suggests that the employment of the proposed strategic criteria will enhance the HRD function's outlook as an equal strategic business partner, with strategic outcomes to follow. Thus, HRD professionals should be able to constantly demonstrate their value proposition and risk reduction capacity as is often required (Mitsakis, ), and should create dynamic capabilities which can contribute to increased organizational performance and competitive advantage (Garavan et al ., ).…”

Section: Introductionmentioning

confidence: 99%

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Employees’ perspectives on strategic human resource development before and after the global financial crisis: evidence from the Greek banking sector

Mitsakis

2017

Int J Training Development

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Constantly changing business and economic environments have challenged organizations to re‐think the crucial role of their human resource development (HRD) policies and practices in relation to individual and organizational competitiveness, change and growth. Being proactive/strategic, in HRD terms, corresponds to the concept of strategic HRD maturity, a state evidenced by a specific set of strategic characteristics, but research into this concept within the challenging context of the economic crisis is limited, as is research into employees’ perceptions of it. Previous research has been applied mostly within ‘static’ business and economic environments, with much of the existing strategic HRD models neglecting employees’ perspectives. Semi‐structured interviews were conducted with 42 bank employees in Greece, with the aim of examining their perceptions of strategic HRD before and after the global financial crisis. The study raises important questions for both HRD academics and practitioners because its findings indicate a setback in the development of HRD. Whilst there were a few contradicting perceptions, the dominant employee view was that strategic HRD was a theoretical notion rather than an organizational reality.

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Section: Results: Employees’ Perceptions Of the Suggested Strategic Cmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Employees’ perspectives on strategic human resource development before and after the global financial crisis: evidence from the Greek banking sector

Mitsakis

2017

Int J Training Development

Self Cite

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“…In light of the recent global circumstances, HRD professionals should be opportunity- and capability-driven to ensure their organisational value proposition regardless of the internal and/or external circumstances (Mitsakis 2014b ). With regard to the former, the author argues that opportunity-driven organisations align their business and HR/HRD strategies by emphasising the learning potential of their people.…”

Section: Discussionmentioning

confidence: 99%

E-learning: A Temporary ‘By-Product’ of Covid-19 Pandemic or a Contemporary Solution to Workplace Training and Learning?

Mitsakis

Karageorgakis²

2020

The Future of HRD, Volume I

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Undoubtedly, we live in an era of global social, business and economic uncertainty due to the Covid-19 outbreak. The sudden lockdown of many businesses and educational institutions necessitated the need for e-learning more than ever before. E-learning represents the safest way to train in times of global crisis as it allows the trainers and the trainees to virtually interact through an online platform which serves as the e-classroom, free of the dangers entailed by physical interaction. Yet, the extent to which this sudden shift to online learning represents the future of workplace training and learning or whether it is just a temporary alteration for human resource development is debatable. The Covid-19 pandemic is expected to accelerate learning and work reinvention, resulting in multiple implications for businesses in relation to institutional resilience. Humankind could learn from its history to fight the pandemic while human resource development (HRD) professionals could reflect on previous uncertain times to inform their current practices.

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“…Organisations need to grow its expertise and knowledge across all spheres of its business to develop and improve their business processes towards greater efficiency [43]. To do this, business in conjunction with IT needs to develop a holistic workforce strategy and programs to effectively attract and retain talent to remain competitive and to deliver on its mandate as set by its shareholder [44].…”

Section: B Talent Managementmentioning

confidence: 99%

Organisational Theory: Did IT Outgrow Management Theory? A Case Study of the African Oil and Gas Industry

Prince

Harpe

2015

2015 International Conference on Enterprise Systems (ES)

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IT leadership is blamed for being rigid and unable to service the evolving needs of their organisations. Theory guides management what technical skills the IT department requires. However it does not mention what people skills are required. Many management theories have been developed during the last century. The implementation of an effective and efficient IT department remains problematic for business and IT management as traditional management theory does not necessarily support the implementation of IT within organisations in the African Oil and Gas industry. This paper explores the disconnect between traditional management theory and the way that IT implementation work within the African Oil and Gas industry. The research seeks to understand how and why people react in a specific way and how they manage the complex environment they function in. A mixed-model research design was used to add depth and detail to the research findings. Data were collected sequentially through questionnaires and semi-structured interviews. Senior representatives (47) of the IT population in the African Oil and Gas industry were selected using the cluster sampling technique. Convenience sampling was used to test the results from the targeted population against a group of CIO's and IT executives (31) at the CIO Africa Summit held in June 2014.. The results show that traditional management theory has become insufficient to deal with the fast changing and complex environment of the Oil and gas industry. C-level executives and CIO's agree that IT professionals need more EI development and business acumen to execute their mandate. The research proposes a management framework to support a successful IT implementation in the African Oil and Gas industry. Keywords-Businessand IT alignment, traditional management theory, business acumen, emotional intelligence, practical intelligence 2015 International Conference on Enterprise Systems 978-1-4673-8005-8/15 $31.00

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Human Resources (HR) as a Strategic Business Partner: Value Creation and Risk Reduction Capacity

Cited by 21 publications

References 55 publications

Employees’ perspectives on strategic human resource development before and after the global financial crisis: evidence from the Greek banking sector

Employees’ perspectives on strategic human resource development before and after the global financial crisis: evidence from the Greek banking sector

E-learning: A Temporary ‘By-Product’ of Covid-19 Pandemic or a Contemporary Solution to Workplace Training and Learning?

Organisational Theory: Did IT Outgrow Management Theory? A Case Study of the African Oil and Gas Industry

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