HR Business Partners

Hunter, Ian

doi:10.4324/9781315587240

Cited by 9 publications

(9 citation statements)

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“…Therefore, to be a champion is part of the line managers' task. This is in line with studies of Hunters and Saunders (Hunter & Saunders, 2006), who prefers to use the term 'employee champion' when, explaining the role of line managers in their book, "HR Business Partners". According to the authors, the role of line managers as employee champion has potential to a significant contribution to the organization.…”

Section: Employee Championmentioning

confidence: 52%

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Do line managers’ have ‘linking pin’ in HR roles?

Hassan

Mansor

Rahman

et al. 2015

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Purpose: The present article aims to identify the possible line managers' involvement factors in human resource (HR) initiatives and its 'linking pin' to the HR roles. In this regard, few factors have been considered pertinent to line managers' involvement factors in HR initiatives which are desire, self-efficacy, and HR support. Whereas, the considered dimensions of HR roles reviewed are strategic partner, change agent, employee champion, and administrative expert.Design/methodology/approach: The paper intends to provide a conceptual review of the past literature in the areas of HR roles and line managers and further justify the proposed conceptual framework that will move this work further. Findings:The review also showed that HR devolution to line managers will boost line managers' participation and responsibility to practice HR roles at the workplace. Research limitations/implications:The main limitation of this review is no empirical evidence provided by the authors to support the literature of the article. All the provided literature is written based on the findings gained from the previous studies. Practical implications:Line managers' involvement in HR Initiatives can increase the competency diversity among line manager. This in turn can help the organization to operate at high efficiency.-1-Intangible Capital -http://dx.doi.org/10.3926/ic.483 Originality/value: There is a notable lack of research conducted to identify line managers' involvement in HR. Therefore, this article contributes to the literature on the relationship between line managers and HR roles.

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Section: Employee Championmentioning

confidence: 52%

“…This is due to the close relationship between employees and line managers. Furthermore, the day-to-day professional relation between the two parties has the potential to provide a deep understanding of employee attitudes (Hunter & Saunders, 2006).…”

Section: Employee Championmentioning

confidence: 99%

Do line managers’ have ‘linking pin’ in HR roles?

Hassan

Mansor

Rahman

et al. 2015

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“…One of the most common structural models adopted by HR functions consists of three functional roles; HR Business Partners or HR generalists who provide direct support to managers; centers of expertise that house specialist HR knowledge and activity; and service centers to manage administrative tasks such as payroll or leave administration (Gerpott, 2015;Ulrich and Grochowski, 2012). Critics of this model argue that it does not sufficiently address the complexities of contemporary HRM and overlooks the role of employee champion (Gerpott, 2015, Hunter et al, 2016), yet many HR functions (including within the case organization) structure the provision of advice and support to managers and employees in accordance with this model (Ulrich and Grochowski, 2012).…”

Section: Hr Support To Supervisorsmentioning

confidence: 99%

Support for supervisors: HR enabling flexible work

Williams

2019

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Purpose Flexible work arrangements (FWAs) are routinely offered in organizational policy, yet employee access to FWAs is highly dependent upon support from their immediate supervisor. There is little empirical research that specifically investigates the role of the human resource function (HR) in supporting managers to implement FWA policy. Through the lens of HR systems theory, the purpose of this paper is to examine how HR supports managers to implement FWAs. Design/methodology/approach Using a case study in the Australian Insurance industry, this paper analyzes corporate documents and interviews with 47 managers, supervisors and HR staff across four diverse business units. Findings This study identifies supervisors’ perceived ability to implement FWAs as a potential barrier to utilization. Five mechanisms of HR support to overcome perceived barriers are identified in the data. An HR system that enables managers to support FWAs requires alignment of HR policies; the provision of supportive technology; an HR structure that facilitates proactive advice and support; HR business partners with influence; and managerial training on FWAs. Practical implications This paper provides HR practitioners with insights into the mechanisms that can support managers to implement FWAs or other devolved HR policies. Originality/value Applying HR systems theory, this case study utilizes the perspectives of senior managers, supervisors and HR staff to explain how the HR function supports or constrains managers in the effective implementation of FWAs.

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“…In the existing Strategic HRM literature, LMs play a key part in HRM implementation as they are considered as the primary enactor of HR policies at the business level [2]. Generally LMs execute the responsibility for multiple HR functions namely appraisal, pay compensation, training and development, on the-job coaching, and motivating teams [3].…”

Section: Introductionmentioning

confidence: 99%

Line Managers’ Performance of Strategic Human Resource Roles: Creating Value, Not Rhetoric

2019

IJRTE

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Line managers’ (LMs) role has been restructured in modern business as they are undertaking the responsibilities of key human resource management (HRM) functions. Although HRM roles of LMs have got wide recognition in academic research, factors influencing their performance of strategic HRM roles remained relatively under developed, especially in Bangladesh. Based on the perspective of Ability-Motivation-Opportunity (AMO) theory, we propose that LMs’ strategic HR roles performance are influenced by their ability, motivation, and opportunity. A survey with self-administered questionnaire was applied for collecting data from a sample of 170 participants drawn from LMs employed at private banking organizations in Bangladesh. The technique of partial least squares structural equation modelling was utilized for testing the study model. The findings highlighted that LMs’ ability and motivation significantly related to their performance of strategic HR roles while opportunity provided to LMs had non-significant relationship with their strategic HR roles. Despite the findings produced mixed support, this research has key implications for practitioners as well as academicians. The present research is believed to serve as a standard in comprehending the AMO factors influencing LMs’ execution of strategic HR roles which remains largely unexplored in the Bangladesh context.

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HR Business Partners

Cited by 9 publications

References 0 publications

Do line managers’ have ‘linking pin’ in HR roles?

Do line managers’ have ‘linking pin’ in HR roles?

Support for supervisors: HR enabling flexible work

Line Managers’ Performance of Strategic Human Resource Roles: Creating Value, Not Rhetoric

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