scholarly journals HR Biznes Partner – geneza oraz funkcje we współczesnych organizacjach

2021 ◽  
Vol 60 (2) ◽  
Author(s):  
Milena Rogala
Keyword(s):  
Human Resource ◽  
Business Partner

W artykule przedstawiono wyniki badania dotyczącego popularyzacji funkcji Human Resource Business Partner (HR BP, HR Biznes Partner) we współczesnych przedsiębiorstwach. Na podstawie studium literatury z zakresu zarządzania zasobami ludzkimi oraz HR BP opracowano wzorcowy zakres obowiązków HR BP. Zestawiono go następnie z przykładami praktycznymi w postaci analizy dokumentów wewnętrznych oraz wynikami badania ankietowego przeprowadzonego wśród osób zajmujących stanowiska w działach HR różnych firm. Rezultaty przeprowadzonych badań i analiz świadczą o tym, że nazwa stanowiska HR BP nie zawsze odnosi się do zadań przypisanych tej roli we wzorcowym zakresie obowiązków. I odwrotnie, wypełnienie wzorcowego zakresu obowiązków przez pracowników działu HR w założonym minimum nie zawsze niesie za sobą nazwę stanowiska HR Biznes Partner.

Consultants

2020 ◽  
pp. 196-200
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Human Resource ◽  
Organization Development ◽  
Team Leader ◽  
Business Partner ◽  
Learning And Development ◽  
Senior Leader ◽  
External Consultants ◽  
Partner Organization ◽  
Or Organization

Consultants are often asked to help boost teamwork and collaboration. This chapter is written for internal consultants, for example, people in a human resource business partner, organization development, learning and development, or quality role, as well as external consultants who supports teams across different organizations. Consultants can be called upon to help a struggling team, to coach a team leader, or to advise a senior leader on how to promote greater collaboration throughout a unit or organization. To address any of these needs, it helps to understand what really drives teamwork. This chapter offers 10 tips for applying the science of teamwork as a consultant.

scholarly journals Human Resource Business Partner as a Source of Conflicts in an Enterprise – Research Results

2021 ◽  
Vol 26 (2) ◽  
pp. 198-213
Author(s):  
Sławomir Winch
Keyword(s):  
Qualitative Research ◽  
Organizational Culture ◽  
Human Resource ◽  
Goal Attainment ◽  
Status Quo ◽  
Business Partner ◽  
The Status ◽  
The Subject ◽  
Over Time ◽  
Selection Of

The article elaborates on a thesis that development of new functions of the Human Resource Business Partner (HR BP) generates conflicts in three areas of operation of an enterprise: the structure, organizational culture, and goal attainment strategy. A commentary on the concept of the HR BP is provided and the functions propounded within its framework are discussed. Based on qualitative research on three large enterprises in Poland, the following strategies for the introduction of changes in the HR BP are the subject of analysis, that is: maintaining the status quo in power relations, expansion of influence over time, and the policy of small steps. It was concluded that an important factor affecting selection of a strategy is the organizational culture described from the perspective of the concept of Trompenaars and Hampden-Turner.

Deciphering the implementation of green human resource management in an emerging economy

2017 ◽  
Vol 36 (10) ◽  
pp. 1230-1246 ◽  
Author(s):  
Mohd-Yusoff Yusliza ◽  
Nur Zahiyah Othman ◽  
Charbel Jose Chiappetta Jabbour
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Emerging Economy ◽  
Employee Empowerment ◽  
Successful Implementation ◽  
Business Partner ◽  
Content Type ◽  
Hrm Practices

Purpose Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices. Design/methodology/approach A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study. Findings The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices. Originality/value As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

scholarly journals De RH a Business Partner: relato de experiência do início da trajetória profissional

2021 ◽  
Vol 10 (16) ◽  
pp. e284101623422
Author(s):  
Bárbara Tavares Dias ◽  
Pricila de Sousa Zarife
Keyword(s):  
Human Resource ◽  
Business Partner ◽  
Recursos Humanos

Para se adaptarem às mudanças sociais e se manterem competitivas, as organizações foram impelidas a investir no setor de Recursos Humanos (RH). O papel de Human Resource Business Partner (HRBP) se tornou uma alternativa para as organizações que buscam maior agilidade nos processos de RH e a aproximação deste setor à estratégia de negócio da empresa. Através do relato de experiência, este trabalho visa analisar o início da trajetória profissional de uma HRBP em uma startup de tecnologia, elencando as competências desenvolvidas e as dificuldades enfrentadas. A falta de senioridade e de treinamento para ocupar a função de HRBP foram alguns dos principais fatores que dificultaram a atuação no cargo. Contudo, o acompanhamento de uma BP sênior, a realização de atividades mais direcionadas e a obtenção da confiança dos times possibilitaram uma atuação mais assertiva. Destaca-se a oportunidade de atuar e desenvolver competências essenciais como visão estratégica e sistêmica, conhecimento analítico e de negócios, comunicação e treinamento de lideranças. Devido ao destaque que o papel de HRBP vem recebendo nos últimos anos e à escassez de produções acadêmicas nacionais sobre ele, este relato busca contribuir com a trajetória de outros profissionais que visam migrar para este papel, e estimular futuras pesquisas.

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