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Human resource business partner lifecycle model: exploring how the relationship between HRBPs and their line manager partners evolves
Author(s) -
McCracken Martin,
O'Kane Paula,
Brown Travor C.,
McCrory Mark
Publication year - 2017
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12125
Subject(s) - general partnership , transactional leadership , business , knowledge management , line management , perspective (graphical) , human resources , resource (disambiguation) , dynamic capabilities , process management , management , marketing , public relations , computer science , political science , computer network , finance , artificial intelligence , economics
The human resources business partner (HRBP) role is advocated as a way for human resource (HR) professionals and the HR profession to become more strategic and less transactional, necessitating the development of different competencies. Few researchers have examined how the HRBP Model plays out in practice, over time, from the perspective of HR professionals and their line manager partners (LMPs). We collected data through interviews and focus groups with both these stakeholders at three UK organisations to understand the dynamics of the individual HRBP–LMP relationship. After analysing the data, we propose an HRBP Lifecycle Model. The model suggests the relationship between the parties is dynamic, complex and dependent upon the organisational culture as well as the skills and competencies of the main stakeholders in the partnership.