Strategic Partner Role Research Articles

АN ОVERVIEW ОF THE FUNСTIОN ОF HUMАN RESОURСE MАNАGEMENT IN EMPLОYEE PERFОRMАNСE АND MОTIVАTIОN

The present study shows the crucial relationship that exists between Human Resource Management (HRM) and company success. Specifically, HRM is vital to aligning human resources with strategic objectives. In order to effectively coordinate human resources, HRM must move from administrative duties to a strategic partner role. A motivated workforce and HRM methods are examined in this article, with a focus on hiring, training, and performance reviews. A deeper understanding of employee pleasure is achieved by integrating psychological theories like Maslow's hierarchy and McClelland's wants.

Human resource transformation in India: examining the role digital human resource technology and human resource role

PurposeHuman resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes.Design/methodology/approachThe research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling.FindingsHR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour.Originality/valueHR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.

HR Strategic Role in Public Institution and it’s Impact on Employee Satisfaction

<div><p class="1eAbstract-text">The Ministry of Finance believes implementing bureaucratic reforms in human resources are very important in the organization, including at the Directorate General of Debt Management. This study aims to identify and analyze the strategic role folder concept models of human resources according to Ulrich items, namely as a strategic partner, an administrative expert, an employee champion, and a change agent and further to identify and analyze the effect of the strategic role of human resources job satisfaction on employees at the Directorate General of Debt Management. This study is an associative descriptive analysis and using a quantitative approach. The sampling technique used purposive sampling with 178 employees. The method of analysis used in this study is multiple linear regression. The result showed that the strategic role of human resources is still an expert administrative dominant role. Role of human resources as a strategic partner, administrative expert, employee champion and change agent have a significant positive effect on employee satisfaction. The influence of the role of human resources as an administrative expert on job satisfaction is the most dominant than the effect of the role of strategic partner, change agent or employee champion.</p></div>

The Relationship of Human Resource Strategic Partner Role and Job Performance under Mediation of Achievement Motivation Structural Equation Model

This research explored the relationship among human resource practitioner strategic partner role, achievement motivation and the degree of job performance. The research focus was the human resource management practitioners in enterprises and data were collected through convenience sampling. Eight hundred questionnaires were sent out by e-mail, 198 valid questionnaires were returned (24.75%). The results show that there is a significant influence between the：(1) human resource strategic partner and the job performance and (2) achievement motivation of human resource practitioners and the job performance and also that (3) achievement motivation exists mediating effect and affection is completely mediating effect between human resource strategic partner and the job performance.

How Will Blockchain Technology Impact Auditing and Accounting: Permissionless versus Permissioned Blockchain

SUMMARY Blockchain offers a drastically new way to record, process, and store financial transactions and information, and has the potential to fundamentally change the landscape of the accounting profession and reshape the business ecosystem. In this article, we introduce two types (i.e., permissionless and permissioned) of blockchain and lay out their technological features. We further discuss implications of blockchain to auditing and elaborate on opportunities and challenges of the two types of blockchain to auditors. We conclude by making specific recommendations for auditors to adapt, adjust, and elevate themselves to the role of strategic partners in blockchain implementation. JEL Classifications: M15; M41; M42; O14; O33; O55.

HR Line Manager’s Reflections on HRM Effectiveness through HR Roles and Role Stressors

Abstract The objective of this research is to examine the relationship between HR roles and HR role stressors in determining the effectiveness of HRM. Specifically, the purpose of the study is to examine the link between 1) the HR roles (administrative expert, employee champion change agent, and strategic partner) and HR role stressors (role ambiguity and role overload), as well as HRM effectiveness (strategic HRM effectiveness and technical HRM effectiveness) and 2) HR role stressors and HRM effectiveness. A massive primary survey was conducted which involved 153 line managers from Malaysian manufacturing companies. The data were analyzed through structural equation modelling (SEM) via Smart PLS. The significant findings of the study revealed that the roles of the change agent and strategic partner influence perceived HR role ambiguity while the employee champion role influenced HR role overload and all dimension of HR roles influence all dimensions of strategic HRM effectiveness. Moreover, the employee champion role and strategic partner role influenced technical HRM effectiveness and HR overload influenced technical HRM effectiveness.

High Performance Strategy: Influence on HR Department and Line Managers' Design of Employee Voice

In this article, we draw on and extend social context theory to explore how the drive for a high performing organization influences both the human resource (HR) department and line managers in their creation and shaping of employee voice mechanisms to encourage improvement-oriented voice in organisations. Using qualitative data from case studies within a manufacturing and a higher education organization, our results of 50 semi-structured interviews show that where HR departments adopt a strategic partner role, they are more likely to be involved in the creation of voice mechanisms designed to capture improvement-oriented voice. However, regardless of the HR department’s role, line managers will also proactively create and (re) shape employee voice mechanisms to capture improvement-oriented voice when they are aligned with their organization’s goal to build a high performance culture. Thus, we challenge the assumption that a strong HR system and voice mechanisms are designed only at the top and show that the voice system and its associated HR practices can be strengthened by the individual efforts of line managers from below.

Is there Something as an Ex-Yugoslavian HRM Model? – Sticking to the Socialist Heritage or Converging With Neoliberal Practices

AbstractThe question of this paper is whether there is an ex-Yugoslavia HRM model drawing upon Western imported features fused with ethno open-socialistic and self-management elements? In the empirical part Cranet data for 341 companies from Croatia, Slovenia and Serbia are analysed. Main characteristics of HRM systems in ex-Yugoslavia are: the HRM strategic partner role is still neglected, the mind-set of taking care for everybody is omnipresent, the value of performance management is not fully entrusted, the full-time employment still predominates, and the trade unions retained their barging power. Although 30 indicators revealed specifics of ex-Yugoslavia HRM model, the theorized hybrid HRM system was not disclosed.

Multi-perspective Analysis and Research Prospect of the Development Motivation of Human Resource Manaegment

In the daily operation and management of the enterprise, human resource management is the key work. The efficiency of human resource management work directly determines the reserve of talent, the talent performance of the enterprise, the sustainable development of the enterprise and has an important impact on the promotion of the economic benefit. Therefore, in the process of enterprise development, human resource management is also following the common development, and according to the needs of social and economic development of enterprises experienced several rounds of evolution, from the initial administrative role of the transition to the role of service transfer, and then in the new century evolved into a strategic partner role. The role of human resource management in the process of evolution has been affected by various driving factors, and the analysis and research of these development motives are the main ways to understand the evolution of human resource management role and give full play to its role. Therefore, in order to strengthen the understanding of the evolution of the role of human resources management, the author from the multi perspective analysis of its evolution motivation and research.

What a difference a role makes

PurposeBased on the human resources (HR) role framework (Conner and Ulrich, 1996), the purpose of this paper is to empirically explore why HR practitioners differ in their strategic partner role positioning. The present study suggests and tests a descriptive model regarding occupational and organizational characteristics associated with strategic HR role positioning.Design/methodology/approachIn all, 100 questionnaires were collected from Israeli HR practitioners. Hierarchical regressions were used to test the association between occupational and organizational characteristics and the strategic role perception among HR practitioners.FindingsAlthough the findings only partially supported the suggested model, significant associations between occupational and organizational characteristics and HR strategic positioning were found. HR practitioners in volatile organizational environments adopt a strategic role perception. Moreover, years of experience are also associated with an HR strategic role perception. Specifically, the major predictors of attaining a strategic partner role amongst HR practitioners are location of organizational activities mainly in the metropolitan area, and involvement in major organizational changes.Research limitations/implicationsThe sample had a positive bias of respondents. Questionnaires were delivered mainly to highly educated HR practitioners in notably professional HR departments. Data were based on self-reported one-time questionnaires.Practical implicationsThe research has implications for the processes of academic education and professional training of HR practitioners and also their recruitment in organizations.Originality/valueTo the best of the authors’ knowledge, recent studies aimed at exploring sources of variance in the strategic role perception amongst HR practitioners are rather scarce. This research helps to address this gap, while also broadening the literature regarding HR communities in the Middle East.

Sense‐giving in health care: the relationship between the HR roles of line managers and employee commitment

In this article, we examine line manager prioritisation of HR roles and the consequences for employee commitment in a health‐care setting. Our analysis is based on a quantitative, multi‐actor study (509 employees and 67 line managers) in four Dutch hospitals. Using sense‐giving as a theoretical lens, we demonstrate that, in addition to the effects of high commitment HRM, prioritising the Employee Champion role alone and the Employee Champion and Strategic Partner roles in combination is associated with higher employee commitment. We argue that through performing roles that are evocative of deep‐seated values, such as excellent patient care and concern for others, line managers can have a positive effect on staff attitudes. In a sector often beleaguered by staff turnover, exhaustion and burnout, we offer an important, empirically based framework that has the potential to improve employee commitment and, from there, enhance performance.

Applying standards of pharmaceutical practice in nutritional therapy cancer patient

Malnutrition in cancer patients is associated with a poor prognosis, weight loss being an important predictor of mortality. The cancer and its treatment have a great impact on nutritional status, so by applying nutritional therapy can improve quality of life, prognosis and functional status. The application of standards of practice this therapy in cancer patients can reduce variability of interventions and promote efficient, safe and quality use. Being the hospital pharmacist as part of the nutritional support team a key in optimizing nutrition therapy through four strategic partner roles: clinical, technical, operational and manager.

A Comparison of the Ability Level of Human Resource Roles and Their Perceived Importance among HR Professionals in the Malaysian Government Linked Companies (GLCs)

This paper compares the ability level against the perceived importance of the Human Resource roles in the Malaysian government linked companies. The companies comprise of fourteen government linked companies that make up the G20 group of GLCs. These companies were chosen because they contribute to more than 70% of capitalization of the listed GLCs and have a workforce of nearly 148,000 headcount. Sixty nine HR Managers who were involved in strategic decision making were represented in the study sample. The research design was a correlational study. A structured questionnaire was used to collect data. The questionnaire solicited the perception of the respondents on their ability level of each HR Roles. Four domains of HR Roles were studied: Strategic Partner Role, Change Champion Role, Admin Expert Role and Employee Advocate/Agent Role. The study found that there was a vast difference in their ability level against their perceived importance of the particular HR Role. The mean score for Admin Expert Role was the highest and the Strategic Partner Role was the lowest among the four roles. However, the total effect score showed that the Employee Advocate/Agent Role scored the highest and the Change Champion Role scored the lowest. This juxtaposition suggests that what is actually practiced (ability) is not the same as what is professed (importance). As such it would benefit the HR Managers and their superiors to know that there is a difference in role ability towards role expectations and hence, find ways to improve the performance of the HR Managers and minimize a disparity in role expectation. This will indivertibly increase job performance and satisfaction overall.

Clarifying the Strategic Role of the HR Managers in the UAE Educational Institutions

The education sector in the United Arab Emirates (UAE) is abounding with forceful challenges. The competition between the private educational institutions is not within the same country any more, but opens to global competition including countries in the Gulf Cooperation Council (GCC). This study aims to clarify the strategic role of human resource (HR) managers in the educational institutions in the UAE. Human resource management can play a strategic partner role in all organizations as well as in the educational institutions. Field data collection was accomplished by interview questionnaire survey and analyzed using SPPS. The findings revealed that HR’s role in the UAE educational institutions is not as a strategic partner. Most of the HR activities in these institutions have mainly focused on the administrative aspects of human resource management. The findings offer rare insight into clarifying the strategic role of the HR managers in the educational institutions in UAE.

English

Human resource (HR) management is regarded as a vital factor in organizations. Nowadays, the human factor is considered a unique resource and key executive system designers of organizational processes. Based on progressive organizational thinking, the human resource is assumed as a major asset among company’s production factors. The research goal for this paper is to evaluate human resource’s in specialized and sub specialized medical training hospitals of Iran, using Ulrich model. Research results indicated that the studies hospitals revealed an average quality in providing human resource services and none of the hospitals could close to 160 which is the high quality standard of human resources based on the Ulrich model. Besides, the results showed that there is a significant positive correlations between the service qualities and human resources; and strategic partner role considered as the strength and staff support role regarded as a resilient point in human resource management. Considering positive impact of strengthening the planning, management and training of health workers on the performance of this section, it would be possible to improve the capacity of human resource managers and the quality of healthcare services in the society. Key words: Human resource management, excellence, of human resources, health services.

Readiness of Malaysian human resource professionals to be a strategic partner

The Ulrich’s HRM Four-Role Model is used in this study. The various roles that are examined are strategic partner, change agent, administrative expert and employee champion. All these roles will be tested whether or not they are significantly related to a firm’s performance. This study also examines the potential barriers that hinder the HR professional from being a strategic partner in an organisation. The sample employed here consists of HR professionals from Malaysian manufacturing companies in the southernmost state of Malaysia, Johor. The total number of firms involve in this study are 89 respondents. This study uses quantitative method such as spearmen rho correlation and multiple regression analysis to test the variables. The finding shows that the role of an administrative expert and employee champion obtained highest score in this study. All HR roles are tested and are significantly related to firm performance. Furthermore, it is found that role of strategic partner and change agent contributes most to firm performance. This study also found that the main barrier that hinders HR professional to play strategic roles in an organisation is they have no time to address both administrative and strategic issues.

Evaluating the Impact of Partnerships to Improve Clinical Quality

Translating research into practice and policy is a complex process that links the research enterprise and health care delivery system of the United States. The Agency for Healthcare Research and Quality (AHRQ) Partnerships for Quality (PFQ) initiative expanded the scope of research translation beyond clinical practice, highlighting the role of strategic partners. A work group of AHRQ grantees developed a framework for systematic evaluation of the impact of strategic partnerships on research translation. The evaluation framework posits a hierarchy of impacts that cumulatively lead to observable patient outcomes. The evaluation framework captures (1) health care outcomes improvement, (2) clinical practice changes, (3) policies, procedures, and protocols, and (4) research and knowledge. After the framework and tool were subjected to face-validity critique among PFQ investigators, the concept of synergy was added. PFQ investigators pilot-tested the evaluation framework, and the PFQ tool was refined further. Early feedback from PFQ grantees suggested that the framework is generalizable and potentially useful to guide investigators in capturing impacts of their work that might otherwise go unrecognized or trivialized. The PFQ Evaluation Tool, a pragmatic approach for evaluating the impact of partnership-driven translation projects, provides a comprehensive evaluation of impacts, including synergistic outcomes.

Strategic HR Roles in India: HR – Dares to be the Think Tank?

Conner and Ulrich's (1996) Multiple Model Survey Questionnaire was validated in this two stage research study. In the first stage, 4 organizations were purposively chosen and a random sampling was conducted on 44 managers to pilot test the questionnaire. In the second stage, the study was conducted on a sample of 600 managers, falling in nine industrial sectors. The study seeks to probe, HR -Line managers' perception of the strategic HR roles, the status of the strategic HR roles, and the impact of the background variables on the strategic HR roles. Descriptive statistics, Correlation, Coefficient and Bi-variate analysis was tabulated. Findings indicated that there was no difference in the perception of the strategic partner role in the managers of the Public Sector and Multinational firms. There was a significant difference in the perception of HR mangers and line managers, while Hierarchical level impacted the Business partner role of HR. The results provide support for the strategic HR roles, which are of a moderate quality, found in the managers of the IT sector. Implications for a think tank role of HR are discussed along with future research areas.