Thematische Bibliographien / Human Resouces Business Partner

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Auswahl der wissenschaftlichen Literatur zum Thema „Human Resouces Business Partner“

Autor: Grafiati
Veröffentlicht am 24. Juni 2021
Zuletzt aktualisiert am 7. Februar 2022

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Zeitschriftenartikel zum Thema "Human Resouces Business Partner"

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Jariah, Ainun. „The Quality Management Assistance Of Financial Governance On Ud “Dua Putra” Rice Mill Business In Kutorenon Sukodono“. Empowerment Society 3, Nr. 1 (28.02.2020): 1–4. http://dx.doi.org/10.30741/eps.v3i1.578.

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The activity aims to provide quality management assistance of financial governance on UD “DUA PUTRA” rice mill business in Kutorenon Sukodono, so that the company is able to improve the human resources ability in managing its business management; strengthen the human resources ability in the preparation of bookkeeping regularly and correctly; improve the ability to separate between business and household finances; find easy capital access. The method used in this community service activity has several stages, including initial surveys, interviews in order to find offered problems and solutions, business management assistance, financial management and UKM operational funding assistance. The weakness of partner mainly lies in the limited human resources ability in manage their business, the unavalaibility of human resources who understand business bookkeeping regularly, unseparated business and household finances and limited capital access. Targets to be achieved, include: increase partner skills in running its business sustainably; strengthening the ability of partners in the preparation of bookkeeping regularly and correctly; increasing the ability of partners in separating business and household finances and obtaining easy capital access.
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Brown, Travor C., Paula Marie O'Kane und Martin McCracken. „Developing a Human Resources Business Partner Life Cycle Model“. Academy of Management Proceedings 2016, Nr. 1 (Januar 2016): 13726. http://dx.doi.org/10.5465/ambpp.2016.13726abstract.

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Swanson, Richard A. „Business partner: An hrd mandate“. Human Resource Development Quarterly 4, Nr. 2 (1993): 121–23. http://dx.doi.org/10.1002/hrdq.3920040202.

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Bahuguna, P. C., P. Kumari und S. K. Srivastava. „Changing Face of Human Resource Management: A Strategic Partner in Business“. Management and Labour Studies 34, Nr. 4 (November 2009): 563–81. http://dx.doi.org/10.1177/0258042x0903400407.

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Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.
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Ulpah, Amalia, und Enti Sirnawati. „Profitability and income analysis of a rice seed cultivation partnership“. E3S Web of Conferences 306 (2021): 02032. http://dx.doi.org/10.1051/e3sconf/202130602032.

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The seed farming is a promising business that can be a solution to increase farmers’ income. However, limited capital, narrow land, and limited human resources and technology often become obstacles for farmers, especially small farmers, in running their business. Partnership patterns between rice seed farmers and partner companies can be a solution to overcome these problems. This study aims to determine the effect of partnerships on the level of profitability and farmer income. The research was conducted in Subang Regency, Indonesia. Samples were taken as many as 50 rice seed farmers. The analysis carried out includes cost analysis, income and profitability analysis. The results showed that rice seed farmers who have partners are more profitable than farmers who are not partners. This can be seen from the value of the R/C ratio in the farms of partner farmers, which is greater than that of non-partner farmers. Partner farmers have an R/C value of 1,3 while non-partner farmers have an R/C value of 1,14. When viewed from an income perspective, the income of partner farmers is higher than that of non-partner farmers. The income of the partner farmers is IDR 8.803.095, - while the non-partner farmers’ income is Rp. 4.154.691, -.
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Yusliza, Mohd-Yusoff, Nur Zahiyah Othman und Charbel Jose Chiappetta Jabbour. „Deciphering the implementation of green human resource management in an emerging economy“. Journal of Management Development 36, Nr. 10 (13.11.2017): 1230–46. http://dx.doi.org/10.1108/jmd-01-2017-0027.

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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.
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Mitsakis, Fotios V. „Human Resources (HR) as a Strategic Business Partner: Value Creation and Risk Reduction Capacity“. International Journal of Human Resource Studies 4, Nr. 1 (05.04.2014): 154. http://dx.doi.org/10.5296/ijhrs.v4i1.5285.

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The competitive forces firms face today, and will continue to face in the future, demand organizational excellence through which HR departments could make a real contribution to the business through their value-added and risk reduction capacity, while been accepted as equal strategic business partners in organizations. The article discusses HR department’s capability of being seen as an integrated value-driven business function, while it also demonstrates its risk reduction capacity, both critical outcomes of HR’s strategic positioning within the business agenda.
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Ariawan, Ariawan, und Budy Santoso. „PKM Usaha Kecil Menengah Kerajinan Karawo Di Kelurahan Padebuolo Kecamatan Kota Timur Kota Gorontalo Provinsi Gorontalo“. JATI EMAS (Jurnal Aplikasi Teknik dan Pengabdian Masyarakat) 2, Nr. 2 (27.10.2018): 105. http://dx.doi.org/10.36339/je.v2i2.163.

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Karawo's handicrafts as a superior cultural product of the region, is the identity and also the cultural heritagein Gorontalo City. However, the development of the two partners has problems both in terms of production process,management aspects, and marketing as well. The approach used in achieving the objectives of the CommunityPartnership Program (PKM) is a training method by practicing directly with partners, counseling with lectures,discussions and mentoring each partner and evaluation. The results of the Community Partnership ProgramImplementation (PKM) to overcome partner’s problems are: (a) Production aspects such as cooperating with thegovernment and producers/ distributors of raw materials, so that each partner has one distributor to fulfill raw materials,providing training and mentoring of motif designs using the computer program, so that each partner has skilled personnelin designing motifs using a computer program, Providing training and mentoring procedures and slicing techniques, sothat each partner has additional skilled personnel in the slicing process, Providing equipment / machinery assistance insupporting the production process, so that equipment / machinery is available in supporting the production process ineach partner. (b) Management aspects by providing training and mentoring to the management of business management,so that each partner has human resources who have knowledge and skills in business management. (c) Marketing aspectsby providing training and mentoring on promotion and marketing strategies through social media as well as the practiceof making online stores, so that each partner has the knowledge and insight on promotion and marketing strategies andhas one social media based online store that partners are able to manage by themselves
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Budiwati, Hesti. „Assistance The Importance Of Brand Awareness Home Industry "MAYA" In Lumajang“. Empowerment Society 3, Nr. 2 (26.08.2020): 36–40. http://dx.doi.org/10.30741/eps.v3i2.586.

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Home Industry is the smallest unit in a series of existing types of business, where household industries are generally managed independently as a family with the aim of increasing household income. The challenges for this home industry are also not easy. In general, because it is managed in a family environment or in one's own household, sometimes the management tends to be careless and mixed up between family finances and business finances. Starting from this reason, there is an interest in partnering with Hj's home industry salted egg "Maya". Umi Pristiwani in Jogotrunan Village, Lumajang Regency. Partners run their businesses whose main purpose is to help their families' economies. However, until now this partner has only been running his business as he is and has no brand, which means that he does not have a product identity but has a strong desire to move forward. Often partner businesses lose out in competing with other similar businesses. Partners are also not yet able to run their businesses that can create jobs for the surrounding community. The implementation of this community service activity achieves targets, namely (1) building understanding and awareness of the importance of brands for salted egg products, (2) improving partners' skills in running their businesses in a sustainable manner, (3) establishing understanding and the ability of human resources in creating jobs for the surrounding community, and (4) increasing marketing strategies so that they are able to compete in marketing their products. Intensive assistance and supervision to program partners needs to be carried out periodically and does not stop until the completion of this program, therefore the activity of the team and the staff of STIE Widya Gama Lumajang in providing guidance to these partners needs to be carried out on an ongoing basis.
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Amboningtyas, Dheasey. „TRANSFORMASI HUMAN RESOURCES SEBAGAI STRATEGIC BUSINESS PARTNER (Studi Kasus pada UMKM Kota Semarang)“. JURNAL EKBIS 20, Nr. 2 (01.09.2019): 1290. http://dx.doi.org/10.30736/ekbis.v20i2.238.

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Dissertationen zum Thema "Human Resouces Business Partner"

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Möllerström, Jill. „Human Resources Business Partner : Diskrepansen mellan rollens krav och den organisatoriska verkligheten“. Thesis, Stockholms universitet, Sociologiska institutionen, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-49983.

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Erkers, Elin, und Jenny Lundén. „Human Recources Shared Service Center ur ett användarperspektiv : En kvalitativ studie avseende första linjens chefers erfarenheter av HR-Direkt“. Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37507.

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Syftet med denna kandidatuppsats är att undersöka hur ett HR-Shared Service Center fungerar ur ett användarperspektiv inom offentlig sektor. Fokus ligger på att undersöka första linjens chefers erfarenheter av Region Dalarnas motsvarighet till ett Shared Service Center (SSC), benämnt HR-Direkt. Utifrån studiens teoretiska referensram är SSC en av tre funktioner i vad Ulrich (1995) kallar HR-transformation vilket ska bidra till att effektivisera HR-arbete. Övriga delar i HR-transformationen är expertenheter och Human Resources Business Partners (HRBP). HR-transformation är kärnan i ett centraliserat HR-arbete där fokus ligger på kostnadsreducering och därmed förenlig med offentlig sektors skattefinansierade verksamhet. Vi argumenterar för att HR-transformationen direkt och indirekt får en betydande roll för både personalarbetets och organisationens effektivitet. Resultatet visar att första linjens chefers erfarenheter och åsikter om Regionens SSC; HR-Direkt står i direkt korrelation med första linjens chefers relation med sin HRBP, de första linjens chefer vilka har en god relation till sin HRBP har även en bra upplevelse av funktionen HR-Direkt medan de första linjens chefer vilka har en sämre relation till sin HRBP är missnöjda med HR-Direkt. Vidare visar resultatet att en otydlig ansvarsfördelning mellan HRBP och HR-Direkt bidrar till ett missnöje av HR-funktionen som helhet bland första linjens chefer. Studien har genomförts utifrån en kvalitativ ansats där nio semistrukturerade intervjuer med första linjens chefer, HRBP samt HR-Chef från Region Dalarna har genomförts. Resultatet från intervjuerna jämförs sedan med tidigare forskning i flera analysdelar och därefter presenteras en avslutande diskussion och slutsats. Vi anser att den befintliga forskningen tenderar att fokusera på organisatoriska aspekter av nyttan med ett SSC, till exempel ekonomisk vinning genom ett effektiviserat arbete. Vår förhoppning är att kunna påvisa att mer forskning bör riktas mot användare av SSC inom HR-fältet samt att vår studie kan fylla en del av kunskapsgapet avseende användares erfarenheter av ett SSC.
The purpose of the study was to explore how a HR Shared Service Center operates from a user perspective within the public sector. The focus is to explore the experience of Line Managers using Region Dalarna´s equivalent to a HR Shared Service Center, called HR-Direkt. Based on the study´s theoretical frame of reference, SSC is one of three functions that will contribute to the streamlining HR activites as part of a HR transformation programme as outlined by Ulrich. Other parts of the HR transformation are units of expertise and Human Resources Business Partner. HR transformation is the core of centralized HR work where the focus is cost reduction and thus compatible with public sector tax-financed function. It can be argued that the HR transformation has a great significance for the efficiency of both personnel work and the organization both directly and indirectly. The results have shown that line managers experiences concerning the Regions HR-SSC are in direct correlation with the line managers relationship with Human Resources Business Partner. The respondents who have a good relationship with their HRBP also have a good experience of HR-Direkt while respondents who have less favourable relationship with their HRBP are dissatisfied with HR-Direkt. Furthermore, the results show that an unclear distribution of responsibilities between HRBP and HR-Direkt causes dissatisfaction with the whole HR function among Line Managers. The study was based on a qualitative approach where nine semi-structured interviews with line managers, HRBP and the HR manager from Region Dalarna were conducted. The results from the interviews were then compared with the previous research using several forms of analysis before a discussion and conclusion are presented. The believe is that existing research tends to focus on organizational aspects of the benefits of an SSC, such as financial gain through streamlined work. The aim of this paper is to be able to demonstrate that more research should be directed at users of SSC in the HR field and that this study can fill part of the knowledge gap regarding users’ experiences of an SSC.
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Paphavatana, Pisalvit, und Md Fazla Mohiuddin. „Changing Role of HR : A Comparative study of different organization structures in relation to HR & the motivation behind them“. Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-71362.

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Since its big breakthrough in 1980 starting in America (Bredin, 2008), we see yet another shift from traditional to Strategic Human Resources which were basically about two normative model “best fit” vs. “best practice” and their implication in business organizations (Boxall & Purcell, 2000). Scholars like Ulrich (1997), suggested ways about how Human Resource (HR) could contribute in the search for competitive advantage by advocating new organizational structures and roles such as HRSSC (Human Resource Shared Service Center) or the new role of HRBP (Human Resource Business Partner). These new roles and structures can be seen as an extension of “best fit” vs. “best practice” thinking and provide with a tool to cope with challenges faced by today’s organizations. The first and foremost objective of this paper is to come up with a reasonable understanding about these different changes in roles and structures of HR. To do this, it puts the whole change process under “organizational evolution theory” lens and analyzes the whole phenomena to figure out “where do these changes come from” and “what is the implication of these changes for practitioner managers”. To be more precise, this paper applies ecological perspective at organizational and population level suggested by Lovas & Ghoshal (2000) and provides a starting point for future research to apply what Lovas & Ghoshal (2000) called “Guided Evolution” perspective. The next objective of this paper is to check if it is possible to come up with a Key Success Factors (KSF) which would work across different business environments and come up with implications for today’s organizations accordingly. In addition to an extensive literature review, the thesis conducted four semi-structured interviews with three large companies in Sweden applying “qualitative research interview” technique and then analyzed the data with adding more data from other secondary sources. The findings of this work suggest that, the whole change process corresponds to a “variation” cycle of the evolutionary process which should eventually move to a “selection” cycle. The choice and success of these new structures and roles are dependent on factors such as corporate strategies, adequate knowledge of HR or presence/absence of competition and finally suggest that success factors vary from environment to environment and thus it is not possible to come up with a set of Key Success Factors (KSF) which would work across cultures and business environments.
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El, shoubaki Aliaa. „Examining outcomes of small and young firms based on available resources : Extending the focus from the individual entrepreneur to the entrepreneurial couple“. Thesis, Montpellier, 2018. http://www.theses.fr/2018MONTD022.

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Cette thèse porte sur une étude des aspects jusqu’à présent négligés concernant les ressources immédiatement accessibles aux entrepreneurs des jeunes et petites entreprises. En s’appuyant sur l’argument que les ressources immédiatement accessibles aux entrepreneurs sont leur capital humain et social, l’étude est d’abord centrée sur une lecture individuelle, qui met en exergue l’entrepreneur et son capital humain. Ensuite, elle tient compte explicitement de l'enracinement social des entrepreneurs et plus précisément de leur enracinement familial « family embeddedness ». Ainsi, l’étude s’ouvre à l'entrepreneur et son conjoint, donc au couple d’entrepreneurs. Cette thèse s'inscrit dans les domaines de recherche de l'entrepreneuriat et de l'entreprise familiale, et emprunte des concepts et des théories à l'économie et à la sociologie. Chacun des quatre articles qui constituent la thèse est une étude autonome destinée à la publication. Néanmoins, toutes les études se rapportent à une problématique centrale qui traite des aspects encore négligés concernant les liens entre les résultats des petites entreprises, l'entrepreneur et le couple d’entrepreneurs
This thesis focuses on a study of the hitherto neglected aspects of the resources immediately accessible to entrepreneurs of young and small businesses. Based on the argument that the resources immediately available to entrepreneurs are their human and social capital, the study is primarily centered on individual reading, which highlights the entrepreneur and his human capital. Then, it explicitly takes into account the social roots of entrepreneurs and more specifically their family-embeddedness. Thus, the study opens to the entrepreneur and his spouse, thus to the couple of entrepreneurs. This thesis is part of the research fields of entrepreneurship and the family business, and borrows concepts and theories from economics and sociology. Each of the four articles that make up the thesis is an independent study for publication. Nevertheless, all the studies relate to a central issue that deals with the still neglected aspects of the links between the results of small firms, the entrepreneur and the couple of entrepreneurs
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Vojtěchovská, Pavlína. „Řízení a měření přínosu lidských zdrojů k cílům podniku“. Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-197666.

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This thesis focuses on Human Resources in a company, it' s strategic managing and measuring it's contribution to the business. In theoretical part the main source is foreign literature and it analyses traditional and new conceptions of HR. It focuses on a role of HR director, as a main element of strategic level of HR and his/her role in a relation to the rest of a company and HR department. In practical part the thesis analyses a research, made among Czech companies, and comes into a conclusion, that the main cause of an unsatisfactory HR management in these companies is it's poor measurability. In the final, key part of the thesis it designs a process, which a company should follow in order to adopt a strategic HR and it's measurement by goals of a company.
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Zlámalíková, Šárka. „Hodnocení personální práce v multinacionální IT společnosti“. Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-71744.

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The work is focused on 3-Box model and its usage in a selected international IT company. The first part describes the pillars of 3-Box model: HR Business Partners, HR Shared Service Centers and HR Centers of Excellence. The second part introduces the HR organization in the company and describes HR Direct, which represents HR Shared Service Centre in the 3-Box model. Based on findings, the improvement is designed.
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Eriksson, Susanne. „HR-partnerns spelrum i verksamheten : Om tillhörighet, omgivning och krav på mätbarhet“. Thesis, Södertörns högskola, Centrum för praktisk kunskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-33299.

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Ofta hämtas forskning inom Human Resource (HR) och Human Resource Management (HRM) från företagsekonomiska institutioner. Begreppsbildningen präglas av management och organisationsteori med fokus hur funktionen skapar det bästa värdet för organisationen. Här finns som jag ser det en lucka att fylla. Det här är en uppsats i den praktiska kunskapens teori. Med utgångspunkt i främst hermeneutiken samt Dreyfus och Dreyfus inlärningssteg undersöker jag HR-partnerns yrkeskunnande och jag problematiserar handlingsutrymmets betydelse för detta yrkeskunnande. Jag har genomfört fyra djupintervjuer med två HR-partners, en HR-chef och en chef som är kund hos HR-avdelningen. Uppsatsen visar att i den kommun jag undersökt och givit det fingerade namnet Ärlanda, inte främst är de formella strukturerna som avgör hur HR-partnern handlar. Ju bättre förvaltningens förväntningar stämmer överens med HR-funktionens uppdrag och den enskilda HR-medarbetarens samlade kunskap och erfarenhet, desto större blir handlingsutrymmet. Det leder till att HR partnern kan handla och arbeta förebyggande och långsiktigt. Risken som jag ser är att HR-funktionen i sin strävan att utgöra ett professionellt HR-stöd med standardiserade rutiner som underlättar för organisationens chefer även låser fast sin egen yrkesutövning vid enklare rutinartade arbetsuppgifter. På sikt riskeras att förmågan att handla klokt i den enskilda situationen gå förlorad.
It is common, that research in the area of Human Resource (HR) and Human Resource Management (HRM),  is placed at schools of business and administration. The conceptualization is characterized by management and organization theory, focusing on how the function creates the best value for the organization. Here, as I see it, is a gap to fill. This essay, built on the theory of practical knowledge, is primarily based on hermeneutics and Dreyfus and Dreyfus's learning theory.  I investigate the professional skills of the HR-partner and I problematize about the importance of the latitude of the HR partner's professional skills. I have conducted four deep interviewers with; two HR-partners, one HR-manager, and one manager who is the customer of the services of the HR-department. The essay shows that in the municipality I have investigated, which I have given the fictive name Ärlanda, it is not primarily the formal structures that determine how the HR-partner is acting. The latitude for the HR-partner to act and use all his or her work skills is dependent upon a consistency between the expectations of the business, the mission of the HR-department and the individual HR employee's experiences. This will give a space to act in prevention and work with issues at the long range term. Otherwise, as I see it, there is a risk in the endeavor of the HR-department to provide professional HR support with standardized procedures that ease the work of the managers in the organization. This risk is that the professional skills of the HR-partner get occupied by the routine assignments. In the long run, this will be at the expense of the ability to act wisely in the specific situation.
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Schmidt, Alexandre Alcântara. „Planejamento estratégico na gestão de recursos humanos nas empresas públicas: uma avaliação da sua adoção e principais desafios encontrados nas empresas estatais federais“. reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17647.

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This work aimed to raise the main challenges in the adoption of strategic planning in the management of human resources of public enterprises. Therefore, semi-structured interviews were conducted with human resource managers of federal enterprises located in Rio de Janeiro. The challenges and difficulties that the companies found were faced with the challenges identified in the literature and the conclusion was that companies are still in the traditional HR stage, while literature indicates that HR must be a strategic business partner. Finally, we recommended actions that human resources should take to overcome the challenges in order to become a strategic partner. It is expected that this research contribute to advance the debate on strategic planning in human resource management in the public sector. In addition, it is expected to contribute to the practice of companies, serving as a possible reference for public companies that are still in the early stages of adopting strategic planning in HR.
Esta dissertação teve por objetivo levantar os principais desafios na adoção do planejamento estratégico na gestão de recursos humanos das empresas públicas. Para tanto, foram realizadas entrevistas semiestruturadas com gestores de recursos humanos de empresas estatais federais localizadas no Rio de Janeiro. Os desafios e dificuldades encontrados pelas empresas foram confrontados com os desafios apontados na literatura e chegou-se à conclusão que as empresas ainda estão no estágio de RH tradicional, enquanto a literatura aponta que o RH deve ser um parceiro estratégico do negócio. Por fim, foram recomendadas ações que a área de recursos humanos deve tomar para superar os desafios para se tornar um parceiro estratégico. Espera-se com esta pesquisa contribuir para o avanço no debate sobre planejamento estratégico na gestão de recursos humanos na área pública. Além disso, espera-se contribuir para a prática das empresas, servindo como uma possível referência para as empresas públicas que ainda estão em estágio inicial de adoção do planejamento estratégico no RH.
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Egerström, Sofia, und Elin Selmeryd. „Upplevelser av rollen HR Business Partner : En kvalitativ studie utifrån chefers och HRBP:s perspektiv“. Thesis, Högskolan i Borås, Akademin för vård, arbetsliv och välfärd, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-12352.

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HR-arbetet har gått ifrån att fokuseras på personaladministration till affärsverksamheten och företagets personalpolitiska strategi. Ulrich och Brockbank ansåg att HR-arbetet kunde göras mer effektivt. De utvecklade sina tankar till ett koncept, HR-transformation, som blivit vida spritt globalt. Budskapet var att HR måste kunna affärslivets språk och perspektiv för att kunna vara värdeskapande men inte tvärtom. Verkligheten visar att planerad HR-strategi inte alltid är lika med genomförd HR-strategi. Vi har valt att förlägga vår studie till Volvo och avdelningen Group IT. Valet är främst baserat på att företagets HR-funktion genomgått en HR- transformation i samband med att konceptet var nytt. Denna studies syfte är att med utgångspunkt i teorin om HR-transformation beskriva hur en HR Business Partners roll upplevs fungera i praktiken. Vi undersöker vad det innebär det att arbeta som HR Business Partner på Volvo och vilka värden chefer respektive HR Business Partner upplever att rollen bidrar med till Volvo. Den forskning som vi redogjort för handlar om olika aktörers syn på begreppet värde och om värdeskapande HR-arbete för chefer och HR Business Partners. För att kunna svara på våra forskningsfrågor och komma närmare chefers och HR Business Partners upplevelser och tankar har vi valt att använda oss av en kvalitativ forskningsmetod. Under våra intervjuer framkom olika perspektiv på målet med HR Business Partner-rollen. Ett viktigt mål med rollen är att leverera effektivt stöd till den del av organisationen HR Business Partner supporterar och i olika frågor. Upplevelsen är att närheten till verksamheten och det operativa stödet är värdefullt. Det finns både liknande och olika syn på andra faktorer som levererar värde. Med tydligare kommunikation om värdeskapande HR skulle cheferna bättre veta vad de kan förvänta sig av sin HR Business Partner. Och vice versa. Utökad dialog och samarbete skulle indirekt ge ringar på vattnet och ge mervärde för medarbetarna Volvo Group IT.
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Santos, Daniela Coelho. „Recrutamento, seleção e processo de integração na AXA Portugal“. Master's thesis, Instituto Superior de Economia e Gestão, 2015. http://hdl.handle.net/10400.5/10964.

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Mestrado em Gestão de Recursos Humanos
O tema do Trabalho Final de Mestrado incide sobre o Recrutamento & Seleção e o Processo de Integração na AXA Portugal, multinacional de referência no setor segurador. O objetivo deste trabalho consiste na descrição das atividades desenvolvidas ao longo do período de estágio, mais precisamente nas tarefas inerentes a todo o processo de R&S, socialização, acolhimento e integração de colaboradores/as. Estes processos são imprescindíveis no crescimento e desenvolvimento das empresas, pois dizem respeito a todas as tomadas de decisão e ações de gestão que afetam a relação entre as empresas e os/as seus/suas colaboradores/as. Os recursos humanos, fator de diferenciação em relação à concorrência, por serem únicos, raros e insubstituíveis, são considerados fonte de vantagem competitiva. O presente Trabalho Final de Mestrado resulta de um estágio curricular realizado no departamento de Recursos Humanos da AXA Portugal, mais especificamente na área de Human Resources Business Partners, abraçando todo o processo de Recrutamento & Seleção e de Integração. Deste modo, o relatório inicia-se com uma revisão de literatura, seguindo-se uma descrição da AXA e das atividades desenvolvidas referentes aos métodos de R&S e de Integração praticados pela empresa. Por fim, são analisadas e interpretadas as atividades desenvolvidas e a revisão da literatura, sendo no final identificadas algumas limitações encontradas e oportunidades de melhoria do ponto de vista da empresa, bem como sugestões para trabalhos futuros.
This master thesis focuses on Recruitment, Selection and Integration Process in AXA Portugal, a multinational reference in the insurance sector. The main purpose consists on describing the activities developed throughout the internship period, more precisely in the tasks concerning all of the R&S process, like socialization, welcoming and integrating new employees. These processes are essential for the growth and development of enterprises, because they refer to all decision-making and management actions that affect the relationship between companies and their employees. The human resources, because they are unique, become a differentiating factor from the competition, by being rare and irreplaceable, are considered an asset of great competitive advantage. This traineeship was held at the Human Resources department of AXA Portugal, specifically in the area of Human Resources Business Partners, where the student embraced the whole process of R&S and Integration. Therefore, the report begins with a literature review, followed by a description of AXA and of the activities related to methods of R&S and Integration practiced by the company. Finally, the activities and review of the literature are analyzed and interpreted, and in the end some constraints and opportunities for improvement were found and identified, from the company's point of view as well as suggestions for future work.
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Bücher zum Thema "Human Resouces Business Partner"

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A, Solomon Todd, und Iekel John F, Hrsg. Domestic partner benefits: An employer's guide. Washington, DC: Thompson Pub. Group, 2002.

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Adams, Joseph S. Domestic partner benefits: An employer's guide. 2. Aufl. Washington, D.C: Thompson Pub. Group, 2003.

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Clark, Ian. Human resources as a full business partner and the financial performance of the firm: Case study evidence from engineering process plant contracting. Leicester: Leicester Business School, De Montfort University, 1996.

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Wilmes, Edeltraud. Hochschule und Gemeinde: Arbeit und Kapital : Sozialparteien, Partner oder Gegner : Dokumentation der Beiträge auf dem Vortragsabend zu Ehren von Edeltraud Wilmes, Direktorin des Arbeitsamtes Siegen : am 26 Januar 1995. Siegen: Rektor der Universität-Gesamthochschule-Siegen, 1995.

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Strategic Business Partner: Aligning People Strategies with Business Goals. Berrett-Koehler Publishers, 2005.

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Adams, Joseph S., und Todd Solomon. Domestic Partner Benefits : An Employer's Guide. Thompson Publishing Group, 1999.

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Increasing Your Human Resources Profession's Value: Make them Want You for a Strategic Partner. University Press of America, 2003.

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Padilla, Anderson. Human Resource Business Partner Llama: 6x9 Lined Blank Notebook, Funny Human Resources, Boss and Coworker Gifts Journal, Office Gag Gifts for Men and Women. Independently Published, 2020.

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Burton, Gill. Human Resources Professional - HR Business Partner: 6x9 Lined Blank Notebook, Funny Human Resources, Boss and Coworker Gifts Journal, Office Gag Gifts for Men and Women. Independently Published, 2020.

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Moroney, Jennifer D. P., 1973-, Hrsg. International cooperation with partner air forces. Santa Monica: RAND, 2009.

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Buchteile zum Thema "Human Resouces Business Partner"

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Jamieson, David W., Sue Eklund und Bob Meekin. „Strategic Business Partner Role“. In The Encyclopedia of Human Resource Management, 112–28. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364710.ch10.

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Gurtner, Andrea, Isabelle Clerc und Lena Scheidegger. „Digital Human Resource Management“. In Digital Business, 159–81. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-32323-3_8.

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ZusammenfassungDigitale Transformation im Human Resource Management (HRM) bedeutet zunehmende Virtualisierung der Arbeit und Zusammenarbeit mit künstlicher Intelligenz, neuen personalen Anforderungen sowie erhöhter Mitarbeitendenmobilität. Resultate einer Mixed-Methods-Studie in einer von klein- und mittelständischen Unternehmen (KMU)s und öffentlichen Verwaltungen geprägten Region der Schweiz zeigen, dass trotz hoher Relevanz der digitalen Transformation in den befragten Betrieben die Qualifikation der Mitarbeitenden als noch nicht ausreichend betrachtet wird. Neben fachlichen Schulungen ausgewählter Skills werden persönlichkeitsbezogene Fähigkeiten (beispielsweise Offenheit und Flexibilität) und ein damit verbundenes Mindset bzw. eine entsprechende Organisationskultur als zentral erkannt. HRM ist allerdings noch stark mit der Digitalisierung der eigenen Prozesse beschäftigt und läuft damit Gefahr, die Chance zu verpassen, als strategischer Partner die Entwicklungen im Unternehmen hin zu neuen digitalen und flexiblen Organisationskulturen mitzugestalten.
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Daniels, Lydia M. „Twenty-First-Century Global Human Resource Management: Strategic Business Partner and Servant Leader“. In Paradigm Shift in Management Philosophy, 37–63. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-29710-7_3.

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Pennarola, Ferdinando, und Leonardo Caporarello. „The Road Ahead: Turning Human Resource Functions into Strategic Business Partners With Innovative Information Systems Management Decisions“. In Emerging Themes in Information Systems and Organization Studies, 293–304. Heidelberg: Physica-Verlag HD, 2011. http://dx.doi.org/10.1007/978-3-7908-2739-2_23.

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„HRM as a business partner“. In Managing Human Resources in Asia-Pacific, 165–66. Routledge, 2004. http://dx.doi.org/10.4324/9780203643167-28.

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Holbeche, Linda. „Transforming HR into a Strategic Partner“. In Aligning Human Resources and Business Strategy, 66–88. Elsevier, 2009. http://dx.doi.org/10.1016/b978-0-7506-8017-2.00003-6.

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Ananthram, S. „HRM as a strategic business partner“. In Asia Pacific Human Resource Management and Organisational Effectiveness, 87–109. Elsevier, 2016. http://dx.doi.org/10.1016/b978-0-08-100643-6.00005-1.

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Pennarola, Ferdinando, und Leonardo Caporarello. „High Performance IT as Strategic Partner for HR Management“. In Encyclopedia of Human Resources Information Systems, 420–27. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch062.

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The constant growth of the role that information technology (IT) is playing in business today has led to the development of new business models and new business processes (Cline & Guynes, 2001). In the modern business world, characterized by such things as internationalization and cooperation between organizations from different industries, companies are faced with a great many challenges, including: The integration of data sources, applications, platforms, and businesses; The technological and organizational flexibility needed to respond efficiently to changes in the marketplace; The creation of systems that are reliable, robust, and flexible, and that are able to keep pace with the changing needs of their users; Product and service quality. As such, companies are increasingly recognizing the importance of effective IT management (Broadbent & Weill, 1997).
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Bahuguna, P. C., und P. Kumari. „Strategic Human Resource Management & Organizational Performance“. In Advances in Business Information Systems and Analytics, 150–65. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-996-0.ch011.

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The discipline of human resource management has progressed significantly over a period of time. Today it is being considered as the most critical source of competitive advantage to the firm. It has progressed to a strategic business partner. Various approaches and models of strategic human resource management have been developed within the framework of strategic human resource management. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore in the present study we have made efforts to highlight various issues which are relevant to the strategic HRM in the changing scenario of business environment. The present chapter has been divided into five sections. In the first part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed. In the second section we have highlighted the changing role of human resource management. Historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have also been presented in the second section. In the third section issues regarding the relationship of strategic human resource management with business performance have been discussed. In the fourth section we have made efforts to bring into notice those emerging future trends which might become key issues for high performance in the organization of new era. At last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.
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Sandholtz, Kurt W., und Tyler N. Burrows. „Compliance Police or Business Partner? Institutional Complexity and Occupational Tensions in Human Resource Management“. In The Structuring of Work in Organizations, 161–91. Emerald Group Publishing Limited, 2016. http://dx.doi.org/10.1108/s0733-558x20160000047018.

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Konferenzberichte zum Thema "Human Resouces Business Partner"

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Tan, Shuai, und Yong'an Zheng. „Research on Work Model of Ideological and Political Education in Enterprises as Human Resource Business Partner“. In 2017 International Conference on Humanities Science, Management and Education Technology (HSMET 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/hsmet-17.2017.31.

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Sadigov, Rahim. „CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT“. In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.

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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Yajing-sun. „Notice of Retraction: Study on the suppy chain of human resouces in the era of e-commerce“. In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5887185.

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Halim, Siti Sarah A., und Akram M. Zeki. „Human Capital Business Partner Information Technology and Network Technology Manpower Model“. In 2011 International Conference on Research and Innovation in Information Systems (ICRIIS). IEEE, 2011. http://dx.doi.org/10.1109/icriis.2011.6125742.

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Milovanović, Vesna. „THE COVID-19 PANDEMIC EFFECTS ON THE HOTEL INDUSTRY“. In The Sixth International Scientific Conference - TOURISM CHALLENGES AMID COVID-19, Thematic Proceedings. FACULTY OF HOTEL MANAGEMENT AND TOURISM IN VRNJAČKA BANJA UNIVERSITY OF KRAGUJEVAC, 2021. http://dx.doi.org/10.52370/tisc21570vm.

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The novel coronavirus pandemic has brought about significant disruptions to hotel operations, affecting demand for hotel services and guests’ behavior, as well as financial stability of hotel companies and, consequently, hotel employees. A hotel company is interconnected with various partners in the supply chain, thus, the problem in hotel operation is transferred upstream the supply chain. The aim of this article is to present an overview of the COVID-19 impact on the hotel business, and provisions to cope with the new reality, including safety measures, technology application, quality of service, marketing communication, human resource management, and the supply chain management. Many authors believe that majority of these provisions will prevail in the postCOVID-19 environment, as people will be more cautious regarding safety. Apart from huge destructive impact, the present crisis will also have some positive effects, such as improved innovativeness, resilience, efficient communication and care for internal and external customers, all resulting in improved quality of hotel service.
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