Thematische Bibliographien / Human Resources Business Partner

Inhaltsverzeichnis

  1. Zeitschriftenartikel
  2. Dissertationen
  3. Bücher
  4. Buchteile
  5. Konferenzberichte
  6. Berichte der Organisationen

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

Autor: Grafiati
Veröffentlicht am 24. Juni 2021
Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Human Resources Business Partner"

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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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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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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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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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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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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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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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BAREEVA, Irkyam Adgamovna, Sergey Mikhailovich VASIN, Galina Alekseevna SUGROBOVA und Lunika Nikolaevna KORCHAGINA. „Social Partnership in Human Resources Management“. Journal of Advanced Research in Law and Economics 8, Nr. 8 (30.08.2018): 2339. http://dx.doi.org/10.14505/jarle.v8.8(30).04.

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The present article provides a retrospective analysis of the views of various authors on the problem of social partnership, considering social partnership as an alternative to social confrontation, as a means to harmonize the interests of various social groups in the process of resolving emerging contradictions in various areas of public practice. It was pointed out that partnership allows striking a balance of mutual interests in achieving an overall objective, effectively allocating the available resources and opportunities. The article presents the analysis of the activities of a trade union organization as a social partner, the analysis of social and labor relations in an industrial business. The authors have revealed significant problems in the field of social partnership, on which they have developed several practical recommendations.The analysis is based on social activity index calculation in a trade union organization. To comply with confidentiality requirements, property rights and trade secrets, the enterprise name is not listed.
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Gupta, Seeta, und A. Uday Bhaskar. „Doing business in India: cross-cultural issues in managing human resources“. Cross Cultural & Strategic Management 23, Nr. 1 (01.02.2016): 184–204. http://dx.doi.org/10.1108/ccsm-09-2014-0112.

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Purpose – Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR. Design/methodology/approach – In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed. Findings – Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent. Research limitations/implications – Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations. Originality/value – Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.
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Schaupp, Ludwig Christian, und France Bélanger. „Social Commerce Benefits for Small Businesses“. Journal of Organizational and End User Computing 28, Nr. 3 (Juli 2016): 49–66. http://dx.doi.org/10.4018/joeuc.2016070104.

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Small businesses represent an important element of many western economies. However, they often struggle with resources needed to succeed, and small business owners often have to perform many, if not all, roles in their organizations. One of the key functions that small businesses need to excel at for business success today is social commerce since much of their business is migrating towards the use of social media for business. In this study, determinants of social commerce benefits for small businesses are explored. Using survey data from 60 small companies, this research identifies stakeholder pressure and partner pressure as the most significant factors in determining social commerce benefits for small business. Implications of these findings and provide suggestions for future research are discussed.
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Dissertationen zum Thema "Human Resources 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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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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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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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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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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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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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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Al-Sahhaf, Habeeb. „Human resources management in Kuwait“. Thesis, Cranfield University, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.278719.

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Bücher zum Thema "Human Resources 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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Jackson, Susan E. Managing human resources. Mason, OH: South-Western Cengage Learning, 2009.

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Holbeche, Linda. Aligning human resources and business strategy. Oxford: Butterworth-Heinemann, 2001.

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Aligning human resources and business strategy. Oxford: Butterworth-Heinemann, 2001.

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Holbeche, Linda. Aligning human resources and business strategy. Oxford: Butterworth-Heinemann, 1999.

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Ransburg, David, Wendy Sage-Hayward und Amy M. Schuman. Human Resources in the Family Business. New York: Palgrave Macmillan US, 2016. http://dx.doi.org/10.1057/9781137444271.

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Human resources: Mastering your small business. Chicago, Ill: Upstart Pub., 1996.

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Newton, Alan. Human resources and business strategy: Achieving integration. London: Pitman, 1998.

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Buchteile zum Thema "Human Resources 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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Orr, Linda M., und Dave J. Orr. „Human Resources“. In Eliminating Waste in Business, 167–200. Berkeley, CA: Apress, 2014. http://dx.doi.org/10.1007/978-1-4302-6089-9_5.

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Kramar, Robin. „Human Resources“. In Business Management and Environmental Stewardship, 97–117. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-349-92307-6_6.

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Kretovics, Mark A., und Erica Eckert. „Managing Human Resources“. In Business Practices in Higher Education, 177–202. Second Edition. | New York : Routledge, 2019. | “First edition published by Routledge 2011”—T.p. verso.: Routledge, 2019. http://dx.doi.org/10.4324/9780429430770-9.

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Troger, Hermann. „Rethinking Human Resources Management“. In Future of Business and Finance, 109–19. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67470-0_6.

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Neiger, Dina, Leonid Churilov und Andrew Flitman. „Human Resources Management Context“. In Value-Focused Business Process Engineering : a Systems Approach, 1–19. Boston, MA: Springer US, 2008. http://dx.doi.org/10.1007/978-0-387-09521-9_3.

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Silva, Titus De. „SP 011 Planning for Human Resources“. In Integrating Business Management Processes, 317–18. New York, NY : Routledge, 2020.: Productivity Press, 2020. http://dx.doi.org/10.4324/9781003042846-80.

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Koehn, Daryl. „Ethical Issues in Human Resources“. In The Blackwell Guide to Business Ethics, 225–43. Oxford, UK: Blackwell Publishing Ltd, 2017. http://dx.doi.org/10.1002/9781405164771.ch11.

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Konferenzberichte zum Thema "Human Resources Business Partner"

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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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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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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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Skenderi, Besnik. „Project Management and Role of Human Resources“. In University for Business and Technology International Conference. Pristina, Kosovo: University for Business and Technology, 2012. http://dx.doi.org/10.33107/ubt-ic.2012.45.

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Sitinikov, Cătălina, Ionela Staneci (Drinceanu), Costinel Cristian Militaru, Mariana Paraschiva Olaru (Staicu) und Ionuț Riza. „MOTIVATION OF HUMAN RESOURCES IN MODERN ORGANIZATIONS“. In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0033.

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Human Resources, along with material resources, directly influence the company's activity in its attempt to achieve its objectives. Their quantity and quality, which an enterprise has at its disposal, decisively influence the productivity of the company. Ensuring, maintaining and developing the Human Resources of companies are major concerns in modern management. The way Human Resources work can make a difference when material resources are the same. The choice of high quality Human Resources is a necessary condition for improving the company's performance. However, emphasizing the role of Human Resources does not mean an underestimation of other resources. The systematic design of the company involves the interdependent approach of resources starting from the fundamental objectives to whose achievement they compete together, from the essential connections that exist between them. Motivation is one of the traditional problems of studying organizational behavior and for years has aroused the interest of managers and researchers. In modern organizations, motivation has become even more important. This is due to the need for high productivity in order to become globally competitive. Knowing how to capture the creative and productive energy of the people who make up the enterprise is, in fact, the deep essence of the management of the Human Resources of the enterprise. The basic problem of a leader, in this context, should be how to succeed in influencing the performance of the people who work in the enterprise he leads. The main purpose of this article is to identify the main actions and decisions that determine the nature and content of the relationship between the organization and its employees.
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Peacock, R. „Using the Business Excellence Model to transform your business“. In IEE Colloquium: 'Activate Human Resources and Transform Your Business'. IEE, 1998. http://dx.doi.org/10.1049/ic:19980605.

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Maura-Ayquipa, Glenn, Alex Ramirez-Lazaro und Pedro Shiguihara-Juarez. „Human Resources Management Model based on Business Intelligence“. In 2018 IEEE XXV International Conference on Electronics, Electrical Engineering and Computing (INTERCON). IEEE, 2018. http://dx.doi.org/10.1109/intercon.2018.8526406.

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Kesti, Marko. „Organization Human Resources Development Connection to Business Performance“. In Annual International Conference on Qualitative and Quantitative Economics Research. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-2012_qqe07.

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Palšaitis, Ramunas, Kristina Čižiunienė und Kristina Vaičiutė. „SOCIAL COMPETENCIES AND PERSPECTIVES OF HUMAN RESOURCES IN LOGISTICS ORGANIZATION“. In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.52.

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Clients of logistics organizations often demand not only one service, but a total logistics package. Therefore, globalization of economic, social and cultural processes pose new challenges for human resource management. The paper analyzes the impact of human resource competence features and its use as a tool for development of logistics organization and logistics service quality assurance. Competence measurement is complicated, it requires sophisticated studies, thus competence is often assessed on the grounds of simple, easily expressed, but often frustrated total image indicators, such as education and training. The conducted qualitative research enabled the identification of human resource social competence problematics in logistics organizations.
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Gu, Li, und Kun Ding. „Notice of Retraction: The application of human resources value evaluation in migration and mobility of human resources exploitation“. In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5881627.

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Berichte der Organisationen zum Thema "Human Resources Business Partner"

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Redmond-Neal, Amanda Lee. Business intelligence for human resources. Toward a new paradigm for report development and delivery. Office of Scientific and Technical Information (OSTI), November 2014. http://dx.doi.org/10.2172/1173186.

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