An exploration of the HR business partner's strategic intent in the context of changing HRM delivery in a public sector organization

Samuels, Stephen J. (2008) An exploration of the HR business partner's strategic intent in the context of changing HRM delivery in a public sector organization. MSc dissertation, University of Portsmouth.

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    Abstract

    A dominant feature of recent HRM models is the requirement to make them leaner and also more focussed on business strategy. The former requirement often results in the outsourcing of transactional HRM to a service centre and the strategic focus being undertaken through the introduction of business partners. A third element to the delivery of HRM is the devolution to line managers of day-today people management tasks and this is seen as a key element in enabling the HR business partner to concentrate on strategic HRM. This project examines the strategic intent of HRM following the introduction of HR business partners into a public sector organization, as a key element of a HRM transformation programme. The research adopts the use of semi-structured interviews to elicit the views of a number of HR business partners (some of whom have had no previous HRM experience) and also senior line managers. The project seeks to establish whether the HR business partners are operating at the strategic level and deemed to be 'adding-value'. The research reveals, perhaps unsurprisingly, that the findings are not too dissimilar from those to be found in the review of the literature. Although the HR business partners are generally viewed as adding-value at the strategic level, it becomes clear that they also continue to undertake work at the operational and tactical levels. This, in part, is considered to be the result of apparent gaps in the overall provision of HRM now that HR is split between different providers and raises questions over coherence. The ability of former HRM practitioners to move away from their former roles is also explored and raises potential dilemmas over the possible lack of an employee-facing role. The report recommends a series of follow-up short studies to be undertaken by the internal consultancy organization.

    Item Type: Dissertation
    Departments/Research Groups: Portsmouth Business School > Organisational Studies and Human Resources Management
    Depositing User: Jane Polwin
    Date Deposited: 20 Jan 2011 12:48
    Last Modified: 28 Jan 2015 11:14
    URI: http://eprints.port.ac.uk/id/eprint/605

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