i

Acknowledgement

ii

iii

ABSTRACT

Purpose- The major aim of the study was to analyze the impact of Human Resource Business

Partner and analyze it’s perceived utility in an organization. The changing role of the field of

human resource, the incorporation of the new dynamics and their lack of awareness in the

Pakistani market prompted researchers to conduct this study.

Methodology/sample- This study involved use of semi constructed questionnaires and

questionnaires. Interviews were conducted from 20 organizations and the questionnaires were

collected from 100 individuals. All the respondents of the study belonged to different

organizational background, social class and in most cases different age groups as well. In

order to analyze the collected data, qualitative research method as well as theoretical

framework has been designed to ensure that the subject matter is analyzed in a thorough

manner.

Findings- The analysis of the collected data suggests that the awareness of the concept of

HRBP and its implementation in Pakistan still on the early stages, but the impact that HRBP

plays in increasing the productivity of the organization is drastic. It was concluded that the

shift away from traditional HR to HRBP has been primarily because of the society’s

resistance to change.

Practical Implications- The outcomes of this research might help the corporate division of

Pakistan in understanding the actual scope of HRBP and its impact upon the organization’s

productivity and may assist their swift transition from traditional HR practices to HRBP.

Keywords: HRBP, Human Resource, utility of HRBP

Table of Content

Chapter 1....................................................................................................................................1Introduction................................................................................................................................1

Background............................................................................................................................1HRBP in Pakistan...................................................................................................................3Research Aims and Objective................................................................................................4Research Questions................................................................................................................5Thesis Structure......................................................................................................................5

Chapter 2....................................................................................................................................6Literature Review.......................................................................................................................6

Advancements in Human Resource.......................................................................................7Strategic Role of Human Resource........................................................................................9Importance of HRBP Implementation.................................................................................12HRBP and Business Goals...................................................................................................13The Need and Requirement of HRBP..................................................................................15Effectiveness of HRBP Competency Model........................................................................16Human Resource Management: A New Role......................................................................17The Role of Human Resource Business Partner..................................................................20Framework...........................................................................................................................24

Chapter 3..................................................................................................................................26Methodology............................................................................................................................26

Research Design and Methods.............................................................................................26Overview..........................................................................................................................26Methodological Approach................................................................................................27Qualitative Research and Research Methodology...........................................................28Qualitative Research Interview........................................................................................29Questionnaire...................................................................................................................29Target Respondents..........................................................................................................30Sampling Technique.........................................................................................................31

Data Collection.....................................................................................................................32Data Analysis.......................................................................................................................33

Chapter 4..................................................................................................................................34Empirical Findings...................................................................................................................34

The Scope of HRBP.............................................................................................................35

Page 1

Chapter 5..................................................................................................................................44Discussion and Conclusion......................................................................................................44

Transformation in the Role of HR.......................................................................................44Implications of the Human Resource Business Partner Role...............................................46Perceived Managerial Utility of HRBP................................................................................48Conclusion and Limitation...................................................................................................49

References................................................................................................................................52Appendix..................................................................................................................................56

Questionnaire...................................................................................................................56

Chapter 1

Introduction

Page 2

Background

Globalization has opened up new opportunities for businesses around the world, but

simultaneously has also posed new challenges to the businesses operating in the modern

world of today. It has drastically increased the demands for efficiency throughout the

organization and has increased the need of organizational development to an all-time high.

Due to these rising trends which have radically shifted over the span of past few decades, the

work setting has been heavily impacted and the need for new professional roles, models for

organizational structures and partnerships have gone on to challenge various functions which

have been considered a part of tradition for years.

In order to embark upon the trending challenges of the modern world of today, the

department of human resources has played a significant role. The traditional role of human

resources for years has been viewed as providing administrative support to the organization,

but viewing the growing challenges of the modern era, this view has been replaced by one

which seeks to focus on human resources as a department which adds value as a business and

strategic oriented function.

The transition from a traditional viewpoint of the human resource department to that

of a strategic nature has played a vital role in the invention of human resource operating as a

partner to the business. According to Ulrich (1997), the human resource business partner

seeks to deliver value to the business through employee commitment, administrative

efficiency, strategy execution while simultaneously supporting and assisting the development

of processes and internal structures. In order to reap maximum benefit and advantage out of

this system, most of the modern day organizations have transformed and restructured the

functions of their human resource department to ensure efficiency on both operative and

strategic level.

Page 3

The modern business world is constantly being faced with a rapidly changing

environment, most of which has been characterized by the ever growing phenomenon of

globalization, changing investors demand, consumer buying patterns and most of all the

rising competitiveness in the market (Gatewood et al., 2010). All of these aspects have

shaped the way organizations operate in the modern world of today. In order to compete

effectively in the market, organizations need to ensure that they continually improve their

productivity (Guest, 2011). This research discusses about the contribution which Human

Resource Business Partner (HRBP) makes towards increasing, sustaining and creating

organizational productivity.

In the recent times, various studies have shed light on this pattern and have developed

a link between the productivity of the organization and the role of Human Resource

Management in this process. This further led to a number of studies which specifically sought

to study the contribution which a well thought of human resource plan can have on increasing

the productivity of the organization (Mathis & Jackson, 2011).

In a time of global expansion, increasing competitiveness and changing consumer

trends, it is imperative for an organization to stay ahead and one of the integral ways to

achieve this prime goal is to ensure organizational productivity. This study discusses the

managerial perceived utility of human resource business partner in an organization and

analyzes the utility perceived by the managers from various diversifying perspectives which

play a crucial role in running a successful organization.

For this purpose, the independent variable has been considered to be the human

resource business partner and the dependent variable being productivity. Secondary research

which seconds this notion and presents facts which show a potential relationship between

these two variables have been discussed in detail. The potential advantages of implementing

Page 4

HRBP in Pakistan and the perceived managerial utility of implementing HRBP in the

organizations have also been discussed.

HRBP in Pakistan

The area of increasing the organizational productivity by effective and strategic

policies by Human Resource Business Partner is fairly limited. However, looking at the

broader perspective, the idea and transition from traditional viewpoint of Human Resource

towards Human Resource Business Partner is missing in Pakistan. Though, a number of

organizations have successfully moved over to implementing the concepts of HRBP into their

system, however a large population of businesses still remain foreign to the concept. Hence,

understandably so the concept and research of HRBP in Pakistan is minimal. This poses a

great research gap which this research effectively seeks to cater.

The concept of HRBP in Pakistan is limited to only a few numbers of organizations,

which represents the limited scope and available knowledge regarding this subject area.

Engro Group, UniLever, Colgate, Telenor, ICI, Ibex Global, Faysal bank, EBM, TRG, Warid,

Mobilink and GSK are included among the few companies which are known for following

the concepts of HRBP. There is not much research that has been done in this area, both in

Pakistan and on international level, hence this study seeks to explore this relatively untapped

segment pertaining to the impact which HRBP plays in ensuring enhanced productivity of the

organization.

Research Aim

The main aim of the research is to analyze the managerial perceived utility of human

resource business partners in an organization. The impact Human Resource Business Partners

(HRBP) is playing in organizations around the world is significant and is rapidly shaping up

Page 5

into a competitive advantage (Cheng & Huang, 2009). However, in Pakistan most of the

organizations have not yet set their foot on this journey. The impact Human Resource

Business Partners (HRBP) is playing on the productivity of organizations around the world is

significant and is rapidly shaping up into a competitive advantage. However, in Pakistan most

of the organizations have not yet set their foot on this journey. By studying the actual scope

of HRBP and the various scenarios under which the incorporation of HRBP can be used in

the optimal way possible, various Pakistani organizations can make use of this information

and can effectively incorporate this into their human resource strategy. This will not only

help increase the productivity of the organization, but also assist in helping Pakistani based

organizations compete more efficiently in the global market.

Research Objectives

The research has the following objectives:

To study the impact of HRBP on the structure of organizations.

To analyze various organizations that has successfully managed to incorporate

the HRBP in their work procedure.

To compare and analyze the scope of HRBP against the role played by

traditional HR head.

To identify the different methods to introduce and implement the HRBP

concept in Pakistan

To identify the advantages and scope of implementing HRBP concept in

Pakistan.

Research Questions

The research would answer the following research questions:

Page 6

How most organizations have successfully managed to incorporate the HRBP

in their work procedure?

How is the scope of HRBP different from the role played by traditional HR

head?

How can be the HRBP concept introduced and implemented in Pakistan?

What are the advantages and scope of implementing HRBP concept in

Pakistan?

Thesis Structure

Chapter 2 sheds light on the present and previous works done on the matter of

Human Resource Business Partner. It seeks to discuss researches which incorporate the

concepts of HRBP in ways which is useful for this study. Moreover, an effort to further

strengthen the relationship of the two variables discussed in the research has been made in

this chapter.

Chapter 3 sheds light on the methodology aspect of the research. It talks in details

upon the basis in which information has been collected and justifies the various measures

which were taken to collect the information.

Chapter 4 highlights the findings and results of the primary research and considers

the various aspects of primary research data collection measure and its results in a detailed

manner.

Chapter 5 sums up the entire work and form a justified conclusion basing upon the

previous chapters and summarize the efforts of the entire research.

Chapter 2

Literature Review

Page 7

The Business Partner model was first introduced by Dave Ulrich, which proposed that the

business partner acts in a way which does not necessarily has to do with the general human

resource activities including pay roll, but acts as a strategic partner. In the modern age of

today, Human Resource Business Partner can be distinguished as taking a modern approach

to handling human resource (Guest, 2011). However, the main distinction between the two

entities lye in the fact that the Human Resource manager looks after the tactical operations

pertaining to the field of Human Resource, whereas the HRBP handles the HR related tasks

from a rather strategic viewpoint. HRBP considers the track on which the organization is on,

plans for the future and maintains the direction of the organization in alignment with the goal

accordingly (Dubois, 2010).

In order to understand the role which Human Resource plays in increasing the

productivity of the organization, it is important to understand what Human Resource

improvement system is. Human resource improvement is the methodology of assisting

individuals to be capable. In an organizational connection, it is the procedure by which

associations help their representatives in a ceaseless and arranged route with a specific end

goal to:

Procure the capacities needed to perform different capacities connected with

their present or wanted future parts;

Improve their general aptitudes as people, and aiding them to use their own

potential and translating them into their personal advancement and

organizational purposes

Improve an organizational society in which boss subordinates relationships,

cooperation and coordinated effort around sub-units are solid and help the

expert well-being, inspiration, and pride of workers (Rothwell, 2012).

Page 8

Advancements in Human Resource

The drastically changes in association and business environment of the most recent

decade have pulled in consideration of organization's top official administration on the need

to pursuit out, secure and use focused focal point for business presence. The rise of new data

engineering, the development of worldwide rivalry, and the expanding of information

specialists prompt broader points of view and make new chances for associations. Therefore,

associations have needed to give careful consideration to client administrations and to the

need for quality change. They have focused on carrying new items into the business to stay

one stage past the rivalry and to boost their effectiveness. On the other hand, these customary

strategies further bolstering intense good fortune are undoubtedly fundamental however not

sufficient to carry a supported aggressive playing point. Organizations must distinguish and

manufacture organizational proficiencies through better sending of human resources with a

specific end goal to addition maintained intense advantage (Schuler & Macmillan, 1984).

Human Resource offices which influence the most terrific focused focal point from

the associations without a doubt most paramount possession have likewise battled through a

challenging time throughout this turbulent change. Ulrich (1997) locations that Human

Resource are currently confronting eight major challenges which are globalization,

responsiveness to clients, expanding income and diminishing expenses, building

organizational competence, change and conversion, actualizing innovation, pulling in and

improving human capital, and guaranteeing basic and enduring change. These tests place the

noteworthy requests on the Human Resource proficient and accelerate adjustment in the parts

and structures of human resource and the way it conveys administrations.

Human capital and workforce administration issues have long been bantered in the

literary works through the years. In numerous associations, work expenses are by and large

Page 9

the biggest uses. In accepted Human resource capacity, individuals are seen as a wellspring of

expense and upkeep which must be regulated. From the developing vision of a Human

resource proficient, organizations now distinguish human resources as the most fabulous

advantages for be misused instead of expense and as a significant resource of the association.

Most associations are currently underscoring on enhancing their Human resource systems

which empower the engagement of their workers to drive the triumph of whole business. In

result, Human resource capacity confronts expanding desires in the conveyance of Human

resource administration administrations that include long haul speculation in individuals and

reaction to cost issues. Associations take diverse methodologies, for example downsizing,

rebuilding, outsourcing, off shoring and overhauling the way they works in an endeavor to

bring down the expenses from economies of scale and extension, and to guarantee their

remains intense and productive. Each of these exertions has an enormous impact on Human

resource arrangements and practices which drive the Human resource capacity to reevaluate

and order it to react and back these new challenges. (Ulrich, 1997)

Human resource advancement is recognized the way to higher benefit, better relations

and more terrific gainfulness for any association. Iqbal (2007) suggested that human benefit

is urgent for development and survival of associations. Cheney (2002) underpinned the

thought that higher benefit prompts extreme societal profits. The extent that the

dimensions/components/sub- frameworks of human asset improvement are concerned,

components of human asset advancement have been outlined in distinctive ways and different

scholars and experts have offered disparate sees. Rao (1988) recommends that human asset

improvement sub-frameworks include execution evaluation, potential examination,

profession arranging, preparing, execution instructing, association advancement, worker

welfare, remunerates, characteristics of work life and human asset data framework. Pareek

(1983) alludes to execution examination, criticism, directing, potential evaluation, vocation

Page 10

progression, profession arranging and preparing as extents of human asset improvement.

Varadan (1987) follow human asset improvement instrument into execution examination,

part dissection, association advancement and quality rings. Despite the fact that there is

differing qualities around these contentions, yet one can follow out that on a portion of the

extents there is unanimity of presumption around the specialists. Iqbal (2007) alludes, change

in human gainfulness is extremely imperative to a country like Pakistan especially because

the rate of venture has as of recently been fairly low and tends to falls in the bracket of 17 to

18 per cent. Therefore associations need to improve workers to upgrade benefit. 

Strategic Role of Human Resource

Human Resource Management is a term which has been continuously used and

known in the business arena for almost a century now, however only recently has this role

been recognized and transformed into to modern applications by considering and

transforming it as an effective mean of supporting the strategic goals of the business.

Comparing the approaches considered towards personnel management which restricted the

role of those associated with personnel function to mere administrator of the policies and

negotiator, Human Resource Management took a rather flexible and proactive approach to

managing the employees. In this regard, Human Resource Management enabled

organizations around the world to move away from the traditional personnel management and

laid the foundation of a Human Resource function which matched itself according to the

specific goals of the business, as well as the changing organizational context that it was faced

with. In the recent times, the dynamic environment in which business is operating in the

modern world has forced organizations to shift from traditional practices to policies which

are more strategic in nature, thus enabling many organization to align the role of the Human

Resource department in a more strategic manner. In this regard, the functions of Human

Page 11

Resource have been aligned with the line managers, which pave way towards a more critical

linking of the role Human Resource with the business. This notion supports the arguments

put forward by Ulrich (1998) which explained that the changing roles of the business which it

might face when taking a local business into the global, make it necessary for the Human

Resource of an organization to take new responsibilities and roles in order to ensure that it

delivers value continuously.

To meet these tests, numerous associations are at present receiving a Human Resource

view dependent upon business execution, organizational reestablishment and change

administration as opposed to authoritative backing. For the Human Resource calling to be

changed it should overcome its notoriety as a backing capacity and be nearly coordinated

with the business objectives by conveying impactful results dependent upon both a Human

Resource and business situated view (Brockway, 2007). Inquire about by Ulrich et al. (2009)

on how Human Resource ought to be organized so as to productively help the business

prescribes a mixture of three separate capacities: a concentrated imparted administration

focus which performs institutionalized, transactional Human Resource administrations; a

focal point of mastery working as a specific counseling firm inside the association; and

Human Resource business accomplices working nearly with senior and line supervisors in

vital improvement and change administration. Further investigate by the Chartered Institute

of Personnel and Development (CIPD) show that fruitful usage of this imparted

administration demonstrate (SSM) is acknowledged to make conveyance of transactional

administrations more proficient, enhance nature of particular administrations and carry

Human Resource closer to the business by joining forces with line chiefs (CIPS, 2007).

In the discourse on conveyance of Human Resource administrations, a qualification

must be made between transactional and transformative work. Transactional work, regularly

alluded to as agent, is dependent upon institutionalized assignments frequently brought out

Page 12

through an incorporated administration capacity and connected likewise all around the

association (Ulrich et al., 2009). This takes into account a reliable and adequate approach to

fathoming issues inside regions, for example, for example payroll, staff and profit

organization. Transformative Human Resource then again is kept tabs on method and courses

of action which help organizational objectives and compare to specific needs inside the

specialties units. In spite of the fact that there is an expanding concentrate on Human

Resource as a vital business accomplice, high caliber transactional work must be performed

in place for the transformative work to be great and Human Resource business accomplices

particularly need to have information of both. In a study by Truss (2008), Human Resource is

portrayed as improving into a manifestation of half and half part which builds legitimacy of

organization while additionally conveying at a vital level by working in close cooperation

with different business capacities. Nonetheless, discoveries additionally infer that

notwithstanding this advancement, there is regularly a hesitance to displace customary

Human Resource parts inside associations (Truss, 2008). So that Human Resource will be

fruitful in satisfying their potential as a key accomplice, the association overall must in this

manner guarantee that desires on Human Resource business collaborating relate with

actuality. This is further talked about by Francis and Keegan (2006) who express concern

over new Human Resource structures making an absence of generally acknowledged

meaning of the term business banding together, which may make a separation between agent

and vital Human Resource. Thus, the Human Resource Business Partner part specifically is

guaranteed to get resolved by particular business needs which confuses a bland definition and

helps disarray with respect to its obligations (Francis & Keegan, 2006).

Page 13

Importance of HRBP Implementation

In the 1990s, organizations endeavored to exploit each expense cutting device. In any

case, they understood that the incredible intense favorable circumstances don't originate from

expense cutting yet from development. So their point heads off past expense slicing to center

rather on developing their business quicker. So as to attain the certain reason, numerous

colossal associations include more experts to join their strategic arranging. Numerous top

administrations and line supervisors observe the expanding imperativeness of human

resources which are the resources for taking care of business issue as well as they are a vital

administrative capacity. Human resource brings a stage send with plans and bits of

knowledge which come to be more significant for the organization's prosperity and will

improve the organization's development and execution. Human resource experts are furnished

an equivalent situate at the business-arranging table. From the expanding parts and

imperativeness of human resource experts, organizations have a tendency to utilize the

nonspecific term business partner to call them (Sandstrom, 2002). Human resource business

partners commit their opportunity on business partner exercises and give small time on the

Human resource's schedule.

It is evident from the title of this position that individuals have incredible pertinence

to working in partnership with their different business associates. Liu, Combs, Ketchen, &

Ireland (2007) recommend that it is an avocation of human resource supervisors to hold the

nearby association with line directors so as to stay up with the latest with the strategic center

of the association. The human resource business partner now exists to act as a partnership

with the line so as to help their associates center consideration on improve Human resource

programs and administration exercises that fit business needs, and additionally to convey

human resource administrations to uphold the key customers. He is required to send Human

Page 14

resource programs effectively and exactly inside a business unit and underpins supervisors in

their human resource obligations (Farndale, Paauwe, &Boselie, 2010). Human resource needs

to facilitate with line administrators to build a skeleton of measures that serve to viably

coordinate the human capital (Mayo, 2005). They work together to raise genuine employee

engagement and to suitably execute approaches and practices that underpin business

development and advancement in association. So as to do this, the activists’ human resource

experts are capable to gather data from numerous sources and different views to help them in

choice making.

The aim of achieving organizational productivity through effective and efficient

strategies on account of the Human Resource Business Partners has been a relatively

overlooked aspect in the Pakistani market. However, the role of HRBP in bringing about an

organizational productivity growth is an important area of interest in the western and

developed countries. In order to effectively compete in the international market and the ever

growing challenges posed by the phenomenon of globalization, it is imperative that the

Pakistani business market takes under consideration the importance of HRBP in increasing

the overall productivity of the organization.

HRBP and Business Goals

Human Resource Business Partner is an approach through which HR Business

partners are made a vital part of the business by partnering them with the business, so that

they become a part of the business themselves. This way, the targets of HRBP become

aligned with the targets and goals of the business itself. Thus, the impact of the HRBP’s

target becomes directly related to the results of the business. In order to achieve sustained

revenue growth for the business, HRBP ensures that it effectively predicts requirements and

different sources which pose and display phenomenal talent to grow with the business. HRBP

Page 15

identifies different strategies for ensuring that talent enters the market. HRBP ensures that it

effectively refocuses on the human resource functions which are aimed towards growing

business units.

HRBP plays a vital role in ensuring that the business cuts cost and grows profit In

order to achieve this goal, HRBP takes the lead on managing the process of change which is

primarily associated with the cost reduction initiatives so that the performance impacts are

minimized as much as possible. Moreover, an important area of concern of HRBP is the

reduce its own operating costs on focusing on its own operation which are integral for the

business. In order to ensure that the business is adaptable, flexible and is working smartly,

HRBP creates tools for communication which ensure that the business culture in exerted at all

times. Moreover, HRBP aligns reward and performance with adaptability, flexibility and

speed. Most importantly, HRBP takes on the task of ensuring that the right source and the

right talent is procured by the business in order to ensure that performance remains as per the

goals of the business. However, the context of the business in which the Human Resource

Business Partner operates in has changed dramatically and the conditions tend to be more

extreme and the need to lower the business costs has grown in the recent times. One of the

prime focus of HRBPs has been the ensure that the business meets it goals on a timely basis.

In order to do this, the essential focus is kept on customers, because when the interest of the

customers is being met effectively, the goals of the business are also being aligned

accordingly.

The Need and Requirement of HRBP

In the 1990s, organizations tried to exploit each expense cutting apparatus. On the

other hand, they understood that the extraordinary focused favorable circumstances don't

originate from expense cutting however from development. So their point heads off past

Page 16

expense slicing to center rather on developing their business speedier. So as to attain the

certain reason, numerous enormous associations include more masters to join their strategic

arranging. Numerous top administrations and line supervisors discern the expanding

significance of human resources which are the resources for taking care of business issue as

well as they are a vital authoritative capacity. Human Resource brings a stage send with plans

and experiences which come to be more profitable for the organization's prosperity and will

improve the organization's development and execution. Human Resource masters are given

an equivalent situating at the business-arranging table. From the expanding parts and

criticalness of Human Resource specialists, organizations have a tendency to utilize the bland

term business partner to call them (Sandstrom, 2002). Human Resource business partners

devote their opportunity on business partner exercises and give small time on the Human

Resource's schedule.

It is clear from the title of this position that individuals have extraordinary pertinence

to working in partnership with their different business partners. Liu, Combs, Ketchen, &

Ireland (2007) infer that it is an avocation of Human resource directors to hold the nearby

association with line supervisors with a specific end goal to stay up with the latest with the

strategic center of the association. The Human Resource business partner now exists to act as

a partnership with the line keeping in mind the end goal to help their associates center

consideration on advance Human Resource programs and administration exercises that fit

business needs, and additionally to convey Human Resource administrations to back the key

customers. He is relied upon to convey Human Resource programs proficiently and

faultlessly inside a business unit and upholds chiefs in their Human Resource obligations

(Farndale, Paauwe, &Boselie, 2010). Human Resource needs to organize with line

supervisors to build a structure of measures that serve to viably guide the human capital

(Mayo, 2005). They work together to raise true worker engagement and to suitably execute

Page 17

strategies and practices that uphold business development and advancement in association.

Keeping in mind the end goal to do this, the activists Human Resource experts are capable to

gather data from numerous sources and various points of view to support them in choice

making.

Effectiveness of HRBP Competency Model

There has been a gigantic development in the utilization of Human Resource

competency shows throughout the most recent decade as a major aspect of an in general

endeavor to realign the Human Resource capacity and change Human Resource experts into

'business partners' (Ulrich, Brockbank, Yeung, & Lake, 1995; Ulrich, 1997; Losey, 1999;

Ramlall, 2006; Ulrich, Brockbank, & Johnson, 2008). By keeping tabs on the conducts,

information and characteristics needed in Human Resource business partner parts,

competency demonstrates offer the conceivability of making a combined and unwavering

structure for the choice, evaluation, preparing and advancement of Human Resource

professionals, and a component for joining Human Resource methodology also business

execution (Boyatzis, 1982, 1993; Ulrich et al., 1995; Baill, 1999; Ulrich et al., 2008). In spite

of the development in 'business partnering' competency shows and their broad promotion,

there have been few exact or overview based examinations of the adequacy of these models

in making Human Resource experts more strategic or business-arranged (Huselid, Jackson,

& Schuler, 1997; Boselie&Paauwe, 2005; Ulrich et al., 2008).

Caldwell (2012) critically evaluated the competency models pertaining to human resource

and concluded that such models are considered to be effective specifically in terms of

selecting the business partners, however as far as the actual scope of linking the human

resource strategy with the strategy of the business; these models tend to less effective.

Moreover, the study also concluded that the in terms of predicting the performance in a

Page 18

business partner role and whether it should be considered effective or not is another aspect

which such models score poorly on.

The theoretical framework has been designed keeping under consideration various

models regarding HRBP. The model proposed by Ulrich (1997) which constituted of four

major criterias. The strategic role, the change agent, the administrative expert and employee

champion. The strategic partner role proposed by David suggested that HRBP diagnosis the

business environment, the goals and vision and translates those aims into actions. This aspect

has been considered as the “Reviewing business goals and vision” aspect in this research.

Human Resource Management: A New Role

Globalization and the ascent of unpredictability on the planet market has influenced

on the need of revamp of different utilitarian exercises with a specific end goal to meet the

organizational key destinations. New vital parts for Human resource capacities are the result

of this worldwide pattern. Caldwell (2003) affirms that part of the Human resource capacity

has changed gigantically owing to some noteworthy explanations. The Human resource

proficient part has come to be more multifaceted than in the recent past. Hence Human

resource must have the ability to distinguish and actualize changes needed so as to back the

new parts and competencies that the business needs (Lawler &Mohrman, 2005) Therefore,

Human resource experts must characterize its new part in adding esteem to the business by

making organizational aggressiveness. Beatty &Schneier (1997) remarked that key Human

resource must upgrade the association's aggressive point of interest by including genuine and

measurable budgetary quality. Numerous observers have proposed arranging Human resource

parts. In a study by Ulrich (1997), he improves a four generally basic and operational model

of the Human Resource Management parts which serve to enhance organizational adequacy

and backing Human resource's position. The parts of Human resource capacities have ended

Page 19

up more perplexing emerging from progressively intricate nature's domain. They need to

satisfy both operational and key parts and additionally assume ownership over qualitative and

qualitative objectives both in transient and long haul. In spite of the fact that this center,

Human resource experts come to be more proactive in showing the worth included they could

accommodate association in upgrading continuous organizational intensity. Human resource

capacities add esteem to association by utilizing their aptitude to connection inner association

and administration practices to outer business necessities (Conner & Ulrich, 1996). Besides,

Human resource capacities need to put an exertion to reconcile fundamental organizational

competencies by advancing inner abilities needed to apply the proper practices so as to make

an aggressive playing point over the long run (Ulrich et al., 1995).

Ulrich's Human resource conceptual framework required in improving organizational

viability is dependent upon two fundamental measurements. The leading pivot speaks to the

contending requests of future/strategic center and day-to-day/operational centering. The other

hatchet reflects the requests made by activities of human resource which are a keep tabs on

individuals and on methodology. He recognized four different parts of human resource

experts that may add esteem to a business and make intense advantage inside his model.

Strategic Partner (Management of Strategic Human Resources) – Human resource

capacity turns into a business partner which is a major player in association with an avocation

to straighten human resource capacity to organization's business destinations and systems.

The key part is concentrated on planning the arrangement that acknowledges association's

reason and course to make association accomplishes the objectives. Ulrich (1997) states that

the fundamental motivation behind the human resource capacity is to convey the ―best fit in

customizing human resource methods to organizational objectives, instead of receiving a

―best practice‖. Therefore, the conclusion of this part must permit organization to have the

ability to perform its corporate techniques through the human resource capacity. The business

Page 20

partners may as well facilitate with senior and line through to guarantee that all of the needs

of the organization are being met. 

Administrative expert (Management of Firm Infrastructure) – is characterized as

administration of company's foundation by building an effective framework. This part is to

determine that human resource capacity is furnishing top notch administration that upholds

the monetary objectives of the organization and to guarantee that conventional human

resource methods, for example staffing and preparing are completed productively and viably

(Lemmergaard, 2008). The human resource capacity may as well add esteem in its

administrations to clients and make its esteem to the association.

Employee Champion (Management of Employee Contribution) – The third part is

attempting to build employees' responsibility and competencies by keeping tabs on their

requirements (Ulrich, 1997). Ulrich characterizes the employee-champion part into the

employee supporter‖ and ―human resource developer (Ulrich &Brockbank, 2005). As an

employee support, human resource proficient, which has a critical part in organizational

victory, utilizes his information and expertise within making the organizational climate in

which individuals have the competency and responsibility. Human resource staff may as well

concentrate on advancing the association with line directors and employees, and making the

mental contract between association and employees to secure such employee responsibility.

Change Agent (Management of Transformation and Change) – The other human

resource part permits the human resource capacity to meet the tests of the changing business

environment and positioning the business to execute technique (Hunter et al., 2006). The part

of change agents focus on employees with the motivation behind managing the

transformation and change. The point when organization confronts the transformation and

change, Human resource experts as change agents must be included to guarantee that the

organization has the high ability to change. Human resource guarantees that the organization

Page 21

has the ability to handle change by supporting employees in their endeavor to grip and

implement change (Ulrich, 1997).

The Role of Human Resource Business Partner

With reference to the changing part of Human Resource and the vitality of HRM

practices, much research has been devoted to catch the significance of the mind boggling

Human Resource parts and their connection to different capacities inside the organizational

structure. This is particularly significant for the Human Resource Business Partner part since

it includes having a significant learning of the business venue and likewise giving high

caliber Human Resource administrations to line supervisors particularly (Lambert, 2009).

In the move towards Human Resource turning into a key business collaborator, there

are various criteria which need to be satisfied to accomplish great business collaborating.

Consistent with Brockway (2007), Human Resource must first relinquish the accepted

perspective of working reactively and come to be more proactive and future situated and

likewise press on to convey Human Resource administrations effectively. Second, the Human

Resource Business Partners particularly need to improve and manage sound associations with

line directors while the chiefs must assume ownership over individuals administration inside

their zone. In conclusion, Human Resource Business Partners need to be enabled with the

right aptitudes and enough opportunity to make utilization of their finesse. This is expedited

by having a plainly characterized Human Resource structure, open correspondence and

guaranteeing that the distinctive capacities are effectively approachable for both Human

Resource experts and supervisors (Brockway, 2007).

In association with discoveries on triumph in the Human Resource Business Partner

part, the Corporate Research Forum (CRF) directed an exhaustive study on prerequisites for

adequacy in the part, introduced in a report by Lambert (2009). Primary discoveries

Page 22

recommend that issues identified with the part incorporate the danger of Human Resource

Business Partners being troubled with agent undertakings which frustrates key center and can

bring about duplication of administrations between the Human Resource capacities and also

doubt as far as Human Resource Business Partners commitment to the line of business. An

absence of imparted vision and vague part definitions between the distinctive Human

Resource capacities were additionally discovered to influence the achievement of

associations between Human Resource Business Partners and line directors. To stay away

from these potential issues, Lambert (2009) contends that open correspondence and a nearby

cooperation is important for straightening desires.

As per Ulrich (1997) the 'customer interface' part is, 'maybe the most testing part in an

imparted administration organisation. It requires aptitudes that back the advancement and

execution of organizational determination and likewise requires that 'the essential Human

Resource delegate inside the business unit, and part of the business' administration group,

must have capability in business issues and in addition uncommon learning of superb Human

Resource practices to specialist Human Resource administrations inside the business. At an

individual level, such people require soundness with the business group, so thoughts are

esteemed, and with the Human Resource neighborhood, with the goal that demands are

conceded. This enter part in the imparted administration association is filled by skillful

Human Resource experts who interface with the business. It is not a developmental work for

another enlist, however a part for a prepared, valid Human Resource proficient.' (Ulrich,

1997).

In the part of ‘customer interface’, Ulrich’s (1997) institution of human resource

experts assuming ownership over straightening human resource technique with business

objectives and broking 'Human Resource administrations' to the business. He accepts that

human resource partners in customer interface parts might show up for the business pioneer;

Page 23

will serve on the business administration group; and, are profoundly coordinated inside the

business. They go about as, 'the essential contact, or interfacing stick, for greatness in human

resource work; they help decipher human resource activities into business outcomes, turning

into the managers of the associations human resource work and are 'maybe the most testing

part in an imparted administration association. It is not seen as a fleeting chore on the

grounds that the time required to completely knowing a business may require numerous years

and the point is for human resource experts and the business line supervisors they underpin,

to wind up partners and a wellspring of prolongation for the business.

The business partner approach of Ulrich (1997) is upheld by Fitz-enz (2002) who

portrays a model where a couple of trusted, skilled, corporate human resource experts assume

the part of inner counsel, specialist, and agent of outside administrations. He calls these the

'partners', and accepts that this is the thing that illuminated supervisors wish they had. In

reality, while Guest and King (2004) discovered 'clear confirmation of questionable matter

about how to assume the favored part of business partner.', a variable additionally recognized

by other look into (Browne et al, 2004), various CEOs depicted human resource executives

who 'through their experience, skills and individual qualities had gotten trusted and

compelling consultants on key and different issues in the administration of human resources.'

(Guest & King, 2004).

Current patterns of the contemporary business world are exceptionally connected with

the constant globalization of the economy. These patterns incorporate a developing number

of worldwide companies, solid compels of worldwide budgetary rivalry, steady stream of

crosswise over fringes business transactions and an expanding disparity inside the workforce.

All these are patterns are helping a mind boggling business environment that drives

associations to be continuously more animated and focused. The component that permits

organizations to get by in such challenging nonpermanent surroundings is their capability for

Page 24

viable acclimatization to the change. This adjustment is regularly determined by

comprehension the motion of the current universe of business (Harzing and Pennington,

2010). Adjusting to social differences in this quickly modernized planet is a requesting

process, since society is still much slower to change. Mastering the capability to interface

with diverse societies is along these lines a significant apparatus for future business success.

Adapting to this aspect in the business allows HR to understand the diversifying needs

of the employees and when understood individually, these aspects result in greater

performance and productivity of the employees which is then translated into overall

organizations productivity (Bartram, 2013)

Page 25

Ulrich (1997) proposed that the human resource in the near future will have to

incorporate and develop different models and processes to keep the competiveness and

effectiveness of the business alive. He stated that globalization would effectively take over

the competitive environment and the challenge it would bring with it new mindsets, markets

and way of undergoing business. Thus it was proposed that a HRBP model should be

implemented which carefully understands all the unique roles of the subordinates which are

working in an organization so that a better and more integrated business process can be

achieved. This was the first step to redefine the role and actual scope of human resource in

the modern world of today. The model proposed by David Ulrich was solely focused on

supporting the human resource domain and to make the revenue generation a more swift

process, hence increasing and fostering productivity.

Framework

* Source: David Ulrich theory (1997)

The theoretical framework of the present study has been constructed on the existing

literature pertaining to the subject matter and has been primarily based on the theories,

Page 26

researches and findings of the aforementioned literature. There are four major aspects which

the framework takes under consideration which include assessing the performance and the

people, validating organization and governance, reviewing business goals and vision and

establishing role foundations. Cacio (2005) suggested that establishment of role foundations

and assessing people and their performance is integral. The research suggested that engaged

employees are more productive, contribute more to the business, understand better the

customer’s requirements, and are more likely to be loyal to you. The best-performing

companies know that an employee engagement improvement strategy linked to the

achievement of corporate goals will help them win in the marketplace. Hence, enhancing the

performance of the organization.

Hence, this theoretical framework has been enacted which suggests the key roles of

HRBP as assessing the people and reviewing their performance on a continuous basis,

establishing the role foundations of the personnel and assessing them on that basis,

understanding the goals of the business and its vision and then validating the organization on

basis of those goals, vision and the current environment. All of these aspects combined

together yields higher performance. There aspects differ from traditional roles of HR which

limits itself to recruiting, training, employee record management and payroll managment,

hence highlighting the broad scope and potential of HRBP in an organization.

The independent variable in this study is the considered to be the perceived utility of

managers and the dependent variable has been considered to be the perceived utility of

HRBP. This framework seeks to study if effective role of HRBP actually has a positive

impact upon the performance of the organization and thus analyzes the perceived utility of

the managers regarding the dynamics of this concept.

Page 27

Chapter 3

Methodology

This section seeks to justify the methodology approach which has been used in terms

of completing the thesis. This is followed by a brief analysis of the basis on which the

participants were chosen for the study, the basis of sampling method, considerations for the

theoretical framework, explanation of the data collection process and the parameters

pertaining to the analysis of data.

Research Design and Methods

Overview

The focus of this thesis is on understanding the role of Human Resource Business

Partner in terms of the strategic nature that it holds, as well as developing a clear

understanding of how this role encompasses a wide array of traits which are not similar to the

traditional role of human resource. However, it also seeks to highlight the relationship

between HRBP and the productivity of an organization. In order to understand this dynamic,

a theoretical framework has been designed based on the work of Ulrich (2007). Drawing on

the studies on human resource business partner, analysis has been made with the existing

Page 28

literature and the data collected through primary research conducted for the study. The

research has been designed, and the methods of the study and discussion in terms of the target

respondents, the sampling measures, research methodology and the methods.

Methodological Approach

The present study seeks to understand the role of human resource business partner in

an organization and the impact it plays on the overall productivity of the organization, thus a

qualitative method was used in the study. In terms of qualitative research, the specific focus

has been placed on exploring the in depth understanding of the holistic meaning of certain

measures, particularly based on perception and personal experiences. Langemar (2008)

suggested that a study based on the approach of qualitative method seeks to explore both the

exploratory and descriptive approach, while simultaneously ensuring that implication and the

meaning of the empirical findings in a given context and adhered to. This particular approach

is relevant to the study as opinions and qualities regarding the impact which human resource

business partner has upon the productivity of the organization are subject to different

interpretations.

This thesis shares both an interpretative purpose, as well as a descriptive purpose. It

seeks to give a representation of the role that Human Resource Business Partner implicates,

while it also interprets the purpose of understanding the factors which support and determine

the value of exchange and success in terms of gauging the productivity of the organization. In

spite of the fact that there has been cooperation between the hypothetical methodology and

exact technique, inductive thinking has been transcendent in the present study. This

observational system incorporates the provision of information from a particular case to

important hypothetical structure with a specific end goal to comprehend its significance in a

broader setting (Langemar, 2008). This is spoken to by the utilization of topical dissection

which is a strategy for organizing and translating the qualitative material dependent upon

Page 29

investigating material on a level plane with a specific end goal to incorporate all important

topics (Langemar, 2008). For the motivation behind this study, a couple of topics were

resolved in advance and incorporated in the interview guide, while even now taking into

consideration a few topics to be recognized from the gathered information. Langemar (2008),

states that these subjects could possibly concur more profoundly. In addition to this the fusion

of decided beforehand and observationally guided subjects takes into consideration an

organized methodology. This methodology further supports by leaving space for adaptability

throughout the interviews. This was the key all around the study since knowledge and pre-

understanding of the organizations were restricted before directing the interviews.

Qualitative Research and Research Methodology

Research methodology might be comprehended as the procedural skeleton inside

which the research is led and there are numerous components to be acknowledged when

picking a proper research methodology, with the point to be researched and the particular

research inquiries being essential drivers (Remenyi, Williams, Money, & Swartz, 1998).

Notwithstanding, consistent with Mcgrath (1982), there is no perfect result exists in regards

to the decision of research methodology, just an arrangement of bargains. Additionally, the

decision of research technique is needy upon the capacity of research circumstance and to

evade terrible hole between the fancied conclusion and chosen method, the kind of inquiries

postured, control over the real conduct components and the level of concentrate on authentic

or contemporary issues are the issues or conditions which might as well guide the decision of

research system (Yin, 1994). Having a comparable line of thought in our psyche, it was

decided on a research procedure inside qualitative research approach on the grounds that our

research inquiries and our keep tabs on contemporary issue manage us to do so. Then again, it

may as well additionally be noted that it was required to investigate the phenomena as

Page 30

opposed to uncovering a causal relationship and there were likewise time and use constraints

which restricts us to pick one specific system than the others. This research work was

composed and led fundamentally in qualitative research approach way, in the accompanying

pieces we expounded about available qualitative research strategies and at last we furnished

objective for why we incline toward one technique over other. As we didn't utilize quantities

research approach, we supposed it to be smart not to incorporate any talk about quantitative

research systems or those qualitative research strategies which are not utilized for this act as

it might serve no reason other than helping the length of this thesis.

Qualitative Research Interview

Qualitative research interview has been defined by Kvale (1996) as an interview

whose purpose is to explore the understanding of the interviewee pertaining to the meaning of

the subject of study, and the gathering of life world interpretations regarding the described

phenomenon. Thus, the primary goal of any qualitative research interview is to understand

and explore the subject of study from the interviewee’s point of view, and more importantly

to develop an understanding of the dynamics which developed such an understanding in the

mind of the interviewee. This definition thus in itself seeks to define the purpose of opting

such a method for this study. Moreover, one of the primary objective of this study was to

develop an in-depth understanding of the concepts pertaining to Human Resource Business

Partner from the viewpoint of the current Human Resource professionals in Pakistan, thus

such a method allowed in-depth and holistic understanding of this phenomenon.

Questionnaire

In order to support the notion presented in the framework, a questionnaire was also

used beside qualitative research interview. This was to ensure that all aspects considered to

Page 31

be an integral part of the study were analyzed from all viewpoints. For this purpose, a close

ended questionnaire which highlighted the four significant areas of the study and more

importantly the theoretical framework was designed. The responses generated from the

questionnaire were measured on a scale from strongly disagree, disagree, neutral, agree and

strongly agree. This allowed a wide array of options to the respondents in terms of explaining

their opinions about a particular statement put forward through the questionnaire.

Target Respondents

The target population of this research constitutes of 20 organizations which belong to

different fields of interest. The sample for the study has been kept diversified so that a wide

array and in-depth understanding of the subject matter can be gained from individuals

belonging to different fields. However, one basic measure which has been analyzed while

choosing these organizations has been the fact that a separate, holistic and active human

resource department was made the benchmark. This criteria was chosen because the more

active the human resource department and the more holistic it is in terms of the business

operation, the more detailed and thorough understanding of the concepts pertaining to the

subject of the study. Also, in order to collect empirical data, organizations which are

currently following the concepts of HRBP in Pakistan were also made part of the sample

population. This was done to ensure that detailed understanding of the organizations which

are currently implying the concept of HRBP can be obtained and compared with the detailed

analysis of the data obtained from organizations which are following the traditional pattern of

human resource. However, due to time constraints, as mentioned earlier, the number of

organizations were limited to twenty. However, detailed analysis regarding the subject matter

were collected from these organizations, thus the limited number of respondents should not

hamper the credibility of the result discussed in the study.

Page 32

Moreover, for the purpose of data collection only the middle and the top management

personnel in the organizations were considered to be a part of the management. Considering

the complexity of the subject matter, personnel who are related to the department of Human

Resource, or are at a managerial level which encompasses them to lead a team of diverse

individuals were made the target audience. A total of two individuals were selected from each

of the twenty organizations for the purpose of semi-constricted interviews, and the

questionnaires were distributed among 20 individuals in every organization. There were also

few sessions that were conducted face to face to get a clearer picture and insight knowledge.

The means of social media was also used to fetch the required information and to fill the

questionnaire.

Sampling Technique

The sampling technique utilized in this study is cluster sampling. The reasons for

using cluster sampling include the fact that it allowed the entire population of the study to be

divided into groups and clusters, and out of these clusters, a random sample was then selected

to be studied. Here cluster made for the organization having established HR department and

out of which randomly 20 companies were selected for the study (Regardless of their

businesses /industry). Cluster sampling is a sampling system utilized when "regular" however

generally homogeneous groupings are apparent in a factual populace. It is regularly utilized

as a part of promoting research. In this system, the sum populace is separated into these

aggregations (or clusters) and a basic arbitrary specimen of the gatherings is chosen. At that

point the needed data is gathered from a straightforward arbitrary example of the components

inside each one chose bunch. This may be finished each component in these aggregations or a

subsample of components may be chosen inside each of these gatherings. A normal

inspiration for cluster sampling is to diminish the aggregate number of meetings and

Page 33

expenses given the wanted precision. Accepting a settled example measure, the method gives

more precise outcomes when the vast majority of the variety in the populace is inside the

assemblies, not between them.

Data Collection

Empirical data for the study was collected through a series of semi-constructed

interviews and a questionnaire to allow for more experiences, individual thoughts and

opinions to be considered from different viewpoints. The questions inquired in the interview

sessions, as well as those which featured on the questionnaire followed a similar pattern

which started from general questions and went on to highlight specific and more thematic

questions regarding the subject matter of the study. At the end of every question, a series of

few concluding and open questions were asked from the respondents so that any information

which had been missed due to the scope of the question of both the interview and the

questionnaires, could be inquired. Prior to the empirical interviews, test interviews were also

held to study the dynamics and actual scope of the interview questions. The test interviews

highlighted some loopholes in the interview questions, which were later modified to ensure

that the data collected from the respondents was utterly holistic in approach.

Furthermore, apart from the primary research data was also collected from the

existing literature which is present regarding the subject matter of human resource business

partners and their impact on the productivity. Both the measures of obtaining information

complemented each other, as information obtained from exiting literature was tested via the

primary research. Moreover, due to the uniqueness of the study and the subject matter many

questions which were not already reviewed in the existing literature was also added to

increase the scope of the present study, and provide a more holistic view in terms of HRBP

and its impact upon the productivity in organizations.

Page 34

Data Analysis

Soon after finishing every interview, the recorded material was deciphered in full to

get a careful outline of the observational information. Bryman (2011) cases that translate the

material empower an exhaustive dissection of redundancies and repeating subjects. As per

topical dissection, the material was dissected evenly to incorporate topics that were dead set

in advance and subjects that were distinguished from the gathered information. The topical

approach utilized for organizing the interview aide was additionally utilized for composing

the translated material which made the procedure of distinguishing likenesses and deviances

more productive.

Emulating this, the interpreted material was formed and broke down through three

principle forms which Langemar (2008) distinguishes as translation, organizing and

squeezing. To start with, material was translated as to its significance and criticalness in

connection to the examination inquiries. The material was then organized as per the subjects

to expedite attention of quotes and particular information both independently and

comprehensively. The foreordained subjects were: comprehending of the HRBP part, cross-

useful cooperation and including esteem. Notwithstanding these, force structure and types of

trust were figured dependent upon the observational material. This gave a diagram for how

the separate subjects spoke to distinctive significances for every exploration address, which is

focal in hermeneutics since attention of information ought to be dependent upon both divided

parts and the element (Alvesson&Sköldberg, 2007).

Page 35

Chapter 4

Empirical Findings

This chapter seeks to discuss the data collected from the primary research which

included questionnaire. It groups the data on various themes, so that a basic and clear

understanding regarding the collected data is presented. Moreover, it seeks to discuss the

various important elements pertaining to the research and the supporting data which has been

collected from the research. Finally, a summary of the collected data is presented and a brief

description of the findings is provided as a whole.

The aim of the study was to identify the managerial perceived utility of the concept of

human resource business partner. Thus, the data collected through questionnaire sought to

highlight various aspects which tend to explore the perceived utility of managers regarding

this new concept in the field of human resource. For this purpose, the questionnaire was

divided in different parts, all of which sought to analyze specific areas of concern pertaining

to this study.

Firstly, the understanding and the actual scope of human resource business partner

was explored through the questionnaire. This was done through a prescribed set of closed

ended questions which analyzed the data on a scale of strongly agree, agree, neutral, disagree

and strongly disagree. Furthermore, the questionnaire sought to explore the potential abilities

and shortcomings of human resource business partner in terms of managing the long term and

short term goals of the organization. The questionnaire had been devised in a chronological

manner which first sought to explore the actual scope of HRBP and then went on to explore

the actual utility, which managers tend to have towards this new concept in the field of

human resource.

Page 36

The Scope of HRBP

The existing literature suggests that human resource has gone through radical

transformation over the years and the evolution of human resource has brought about to

introduction of Human Resource Business Partner into the practical world. Considering the

growing importance and the changing nature of the business, HRBP plays an integral role in

ensuring that the strategic role and business goal is kept under consideration. However, after

analyzing the data collected by the study it was concluded that the practices of traditional

human resource is still prevailing in Pakistan. The transformation towards human resource

business partner is not yet completely executed, as the true scope, potential and idea of HRBP

is still lacking in Pakistan.

In the data collection process which was based upon questionnaires, it was analyzed

that the number of organizations which are effectively following the concepts of HRBP are

minimal. Only a handful of the 25 per cent of the organizations which were made part of the

study followed the concept of HRBP. This is mainly because of a few reasons, the most

important of them being the fact that the true potential and scope of HRBP still remains

foreign to the business market of Pakistan. Not that there is any resistance against the idea on

a large scale but most firms are not entirely educated on the subject. The idea of HRBP is still

present in the country but on a very small scale. Largely, this idea is not present because of

the old ways of running a business are still common in the country where space for new

concepts is being carved but it is done very slowly. Commonly, the firms are not prone to

accept the changing environment of businesses. They chose not to stay up to date with the

new trends and ideas of effectively running a business. This plagues the nature of their

business in a way that it is only able to survive but not necessarily thrive.

Page 37

However, this should not be concluded by the fact that HRBP is entirely not followed

in the country, many big organizations are following the concepts of HRBP in Pakistan, but

among others HRBP has not yet been implemented.

* Figure 1: Concept of HRBP

However, the data collected from the study also concluded that a majority of the

respondents believed that the concept of HRBP is not entirely different from that of a

traditional role of human resource. Considering that the changing nature of the business arena

requires organizations all around the globe to be effectively equipped with the changing

trends and measures that help ensure effectiveness in the global market, it was analyzed that

the role of HRBP which is utterly strategic in nature is considered to be almost identical to

the role of traditional human resource which was not entirely inclined towards the strategic

aspect. They are not able to comprehend the difference between the human resource and

HRBP. However, not all the respondents believed this way, the remaining segment of the

respondents believed that the role of HRBP is wide and the scope of HRBP in a business is

Page 38

more vital as compared to the role of human resource. Almost 75 percent of the sample size

suggested that the role of HRBP and traditional HR is significantly different, however, only a

mere 25 percent of the population suggested that these two concepts are the same.

In a country like Pakistan, the scope of HRBP is huge as it has not been used in the

country, and there is a great void that can be filled out. It is still sort of an uncharted territory

largely in the country and needs to be explored fully for its great potential to be realized and

benefitted from.

However, in order to explore the true scope of HRBP and to understand the actual

perceived utility of managers regarding this new concept in the field of human resource, the

questionnaire used in the study analyzed whether HRBP tends to provide creative solutions

for pressing workforce problems. The data collected from the respondents through

questionnaire sought to identify and highlight that most of the respondents answered

positively for this question. This suggests that the managers believe the concept of HRBP is

indeed vital in the present business arena. Understanding the holistic scope of business, as

HRBP is not merely restricted to personnel management as compared to the traditional

practices of human resource but rather look at the dealings from a business perspective. This

aspect perhaps gave the managers the idea that human resource business partners tend to

provide creative solutions to the workforce problems as compared to how problems had been

analyzed under the traditional human resource practices. The figure below shows the

distribution of the results collected from the questionnaire.

Page 39

* Figure 2: HRBP’s approach to solving workforce problems

Moreover, the data collected from the questionnaires also demonstrated that the respondents

staunchly believe that the human resource business partner makes persuasive case about the

need for new workforce human strategies. As compared to the traditional practices of human

resource, the collected data represents that the HRBP has a more holistic and persuasive

approach towards this issue. It has been stressed in existing literature that the scope of human

resource in workforce human resource strategies is extensive and the managers who were

made a part of this study seemed to acknowledge the notion that human resource business

partner actively seeks to work towards enabling new workforce human resource strategies.

This is an integral part of way forward operation for an organization, and the collected data

showcase the fact that the managers staunchly believe in the fact that HRBP truly advocates

and works towards ensuring that this important goal of the business is met. In order to

provide a more clear representation of the data collected, the following graph displays the

breakdown of the responses which have been gathered from the research.

Page 40

* Figure 3: HRBP’s approach towards workforce HR strategies

Moreover, the data collected from the study concludes that as compared to the

traditional human resource, human resource business partner has a more holistic approach

towards establishing the role foundations of the personnel in an organization. This particular

aspect supports the data collected pertaining to the governance of the organization as well, as

the interviews discovered that almost 70 per cent of the respondents strongly believed that

goal setting and strategizing the aims of the personnel in alignment with the individual goals

of the personnel is carried out more widely and thoroughly by the HRBP. This particular act

ensures that the role foundations of the personnel are well defined and every individual of the

organization is working towards achieving the bigger goal of the business. Since, every

individual has a defined role and strategic goals have been set for them, thus their

performance can be easily gauged. This particular aspect of continuous performance

evaluation enhances the productivity of the employees, as well as the aspect of clear job roles

play a vital role in this process.

Page 41

Analyzing HRBP

Since the concept of HRBP differs from the traditional human resource, it seeks to

take a rather holistic view towards solving the business oriented problems and as the data

collected from the research suggest, it often comes up with creative solutions for workforce

related issues. Thus, as the aim of this study was to analyze the managerial perceived utility

of HRBP, the second part of the questionnaire sought to analyze the shortcomings and the

potential benefits which the managers believe the concept of HRBP entails.

It was initially analyzed that the proper knowledge of the HRBP was not known to

some of the respondents. Like mentioned elsewhere, it was believed to be quite similar to

human resource. It can be interpreted form this that the knowledge of the true functioning of

HRBP is still not properly known among some of the business circles. They need to be

educated about its functions and be made to realize that it eventually is designed to rid them

of their business woes so that they can generate profit in their business.

It was analyzed that the respondents believe that HRBP takes the initiative of

proposing new business and human resource strategies. This suggests that the incorporation

of business aspect in the human resource elements, HRBP takes both aspects into

consideration and provide a more holistic and in depth understanding of both the goals of

business as well as the aims of workforce. HRBP takes a rather hands on approach in the

business in a way that it creates detailed plans and layouts In terms of proposing new

business strategies, HRBP effectively takes under consideration both the aspects of business

and workforce into consideration which is indeed very effective in ensuring that the overall

goal of the business and the various stakeholders involved in the business is met in

accordance to their individual goals. HRBP makes sure that every avenue of progress is

exhausted in order for the business to flourish but also keeping in mind that the work force is

not affected from it. It creates a balance between profit maximization and keeping the

Page 42

workers happy and satisfied with their tasks. It creates a midway for the workers and the

administration to work together in a healthy environment and towards a common goal.

The collected data also suggests that the respondents strongly believe that in terms of

laying the foundation of a job description and the actual scope of the position of an

individual, human resource business partner takes a more holistic approach as compared to

the traditional human resource. The job roles are more clearly defined and the expectations

from the management is explained by the HRBP. This ensures that the employees know what

is exactly expected from them and what their role is in terms of assisting the business in

reaching the organization wide goal which has been set by the top management.

The data collected in the primary research of the study concludes that the human

resource business partner has a significant impact and credibility to influence the key

decision makers of the organization. A majority of the respondents shared their opinions

regarding this matter stating that the scope of HRBP is wider than the traditional human

resource, thus, this suggests that the credibility to influence the key decision makers of the

organization is more impactful for the human resource business partner.

* Figure 4: HRBP influence in decision making

Page 43

Also, a majority of the respondents, in both interviews and questionnaires, almost 80

per cent, suggested that human resource business partner has a more holistic approach

towards ensuring that the governance of the organization is carried out in the desired manner.

This aspect scored rather positively on the questionnaires as well, even though the prior data

suggested that the awareness regarding HRBP is limited in Pakistan but its ability to ensure

the governance in the organization scored relatively high which suggests that the scope of

HRBP has potential in the business arena of Pakistan.

Therefore, this also suggests that HRBP provides tailored solutions for the various

business needs that arise. This question was incorporated in the questionnaire in order to

analyze and study the context under which HRBP operates, and the data collected suggested

that the respondents believe the capacity under which HRBP operates is diverse. This is

because almost 80 percent of the respondents suggested that they believe HRBP provides

tailored solutions to various business needs which demonstrates the diverse scope of human

resource business partner and the perceived utility of managers regarding this aspect. Much

of this is made possible from the sheer business knowledge of HRBP which tends to increase

the scope and the importance of their knowledge towards the overall aim of the business.

Moreover, the data also suggests that HRBP tend to leverage their holistic business view and

abilities across the entire team which has a positive impact on the outlook of employees

throughout the organization. This particular aspect suggests the growing importance and

credibility of the concept of HRBP around the world. The element of business knowledge

coupled with HRBP’s ability to transfer this knowledge to individuals involved in the

organization makes a strong point for the incorporation of HRBP in organization.

The aim of the questionnaire was to analyze the perception of the managers regarding

the concepts of HRBP and the collected data from the research seeks to highlight this aspect.

The data suggests that the managerial perceived utility of HRBP is indeed high and

Page 44

understandably due to various aspects which have been highlighted in the analysis of the

collected data.

Page 45

Chapter 5

Discussion and Conclusion

This chapter sheds light on the results and empirical findings of the study in connection and

comparison to the existing literature and theories pertaining to the subject matter. A detailed

analysis of the existing literature with the empirical findings is carried out to conclude

whether the findings of the study support the notion presented by the existing research, or

present a new picture which had previously not been considered.

Transformation in the Role of HR

The findings of the study suggest that the role of HRBP is significantly different from

the traditional role of the human resource. The role of HRBP has been regarded to have a

more strategic and business oriented scope towards it, as compared to the traditional role of

human resource which is mainly regarded as the functional and operational level work.

Langemanr (2008) analyzed the evolutions in the field of human resource and suggested that

HRBP is a radical transformation in the field of human resource which has successfully

shifted the scope of the field from operational level to strategic level. Compared to HR,

human resource business partner are more thoroughly involved in the business decision

making process and this scope of HR is more comprehensive.

Human resource divisions which influence the most amazing aggressive preference

from the association's verifiably most paramount possession have likewise battled through a

troublesome time throughout this turbulent change. Ulrich (1997) feels that human resource

are presently confronting eight major challenges which are globalization, responsiveness to

clients, expanding income and diminishing expenses, building organizational competence,

change and conversion, executing engineering, pulling in and improving human capital, and

Page 46

guaranteeing crucial and durable change. These tests place the critical requests on the human

resource proficient and prompt change in the parts and structures of HR and the way it

conveys administrations.

Human capital and workforce administration issues have long been discussed in the

expositive expressions throughout the years. In numerous associations, work expenses are for

the most part the biggest consumptions. In accepted HR capacity, individuals are seen as a

wellspring of expense and upkeep which must be regulated. From the developing vision of a

human resource proficient, organizations now distinguish human assets as the most excellent

resources for being misused instead of expense and as an imperative asset of the association.

Most associations are presently accentuating on enhancing their HR systems which empower

the engagement of their workers to drive the achievement of whole business. In outcome, HR

capacity confronts expanding desires in the conveyance of Human asset administration that

include long haul venture in individuals and reaction to cost issues. Associations take

distinctive methodologies, for example downsizing, rebuilding, outsourcing, offshoring and

overhauling the way they work in an endeavor to bring down the expenses from economies of

scale and extension, and to guarantee their remains focused and proficient. Each of these

endeavors has an immense impact on HR arrangements and practices which constrain the

human resource capacity to reexamine and order it to react and underpin these new

challenges.

HRBP has been suggested to have effectively taken under consideration of the new

challenges which the modern business world has brought about (Langemar, 2008). The

findings of the present study also suggest the fact that the role of HRBP is significantly

different from the traditional scope of human resource and highlights the move forward in

terms of understanding the role of strategic level management on a newer level.

Page 47

Implications of the Human Resource Business Partner Role

The data collected from the study concludes that the implementation of HRBP moves

the essence of human resource away from the traditional function of support to a function

which is more business oriented and strategic in scope. This notion is similar to that presented

in the existing literature, as Ulrich (1998) stated that the scope of HRBP is more strategic and

business oriented in nature. Though, HRBP does not entirely changes the focus of human

resource away from the traditional practices, but administrative support is still a significant

part of the process, but the specific focus of the HRBP is to add value to the business and the

role of human resource as a whole to increase the performance and the proactivity of the

organization.

The finding of the study also suggests that the role of human resource business partner

has also made a significant contribution towards reinventing the scope of human resource as a

strategic partner. This aspect is indicated and in alignment with the core findings of CIPD

(2007) that suggested the contribution of the human resource business partner’s

implementation has had towards creating a rather positive regard for the function of human

resource throughout the organization. The existing literature also suggests that the

implementation of HRBP has brought the essence of human resource much closer and has

made it more business oriented. The present study also supports this aspect as the findings

suggest that HRBP has a wider and more detailed scope in comparison to the traditional role

of human resource.

The findings of the interviewed respondents indicate that the implementation of

HRBP is a slow process and the organizations, specially the line managers, are slowly and

gradually getting used to the concept of HRBP. This is perhaps the sole reason which has

hampered the growth of the concept of HRBP in Pakistan. However, according to Lambert

(2009), the implementation of HRBP can be a slow process as HRBP takes a completely

Page 48

different aspect towards human resource as compared to its traditional role which was more

inclined towards providing functional support. Thus, the findings of the present study seek to

amplify the existing literature which suggests that the true implementation of HRBP can be a

thorough and a rather comprehensive process which might take time to implement. The

results of the study add to literature of HRBP as they bring forth the misconceptions about it.

They are not able to comprehend the level of result HRBP can bring to the businesses.

The human resource business partner part in the contemplated associations reflect

contentions made in past exploration with respect to the variety of capabilities and desires

which are identified with the term business accomplice (Lambert, 2009; Ulrich, et al. 2009;

Francis & Keegan, 2006). Essential, both proficient bunches think about the need to ace both

a learning of the business and additionally important human resource forms fundamental for

human resource business partner execution. Results show that that this is generally adjusted

inside the part by going to administration group gatherings and guaranteeing utilitarian

magnificence in both agent and key back to line chiefs. In this sense, the HRBP part might be

recognized a manifestation of mixture part as depicted by Truss (2008) which approves

regulatory administrations while likewise conveying vital answers for the line. Be that as it

may, questioned human resource business partners are performing at least agent errands

which are acknowledged a method of creating the organization as opposed to a formal part of

the HRBP part as being what is indicated. Rather than concerns with respect to the danger of

being overburdened with agent assignments (analyze Lambert, 2009), the HRBPs do not

recognize that this frustrates their execution on a key level. Rather, conveying some

fundamentals, agent administrations might be comprehended as an essential part for partaking

in the genuine business.

Page 49

Perceived Managerial Utility of HRBP

The aim of the study was to analyze the perceived managerial utility of the concept of

HRBP. The data collected in the study suggests that the managers believe the concept of

HRBP is diverse and extensive in terms of its scope towards solving the various diversifying

needs of the business. As well as, it suggests that the role of HRBP in assisting the business

in achieving these goals is incredible.

Even though, the concept of HRBP is not extensive in the business field of Pakistan,

but learning from the very little trace of HRBP in Pakistan and from the international

organizations, it could be analyzed that the managers made part of the current study

concluded that the scope of HRBP is indeed vast and tends to provide their holistic business

view and abilities across the entire team which has a positive impact on the outlook of

employees throughout the organization. Moreover, it has also been analyzed that the business

knowledge of human resource business partners tends to increase the scope and its

importance towards the overall aim of the business. The major focus of HRBP has been

analyzed by the respondents to be towards continuous improvement as compared to the

traditional human resource’s focus of human resource function.

The present study concludes that human resource business partner enacts and

articulates the knowledge of potential strategies to solve the long term human resource

problems which are integral in ensuring that the overall goal of the business is met

effectively. Also, the present study suggests that human resource business partner holds the

ability to provide tailored situation to the various diversifying needs of the business. This

ensures that the modern day business actively and effectively copes up with the new

challenges of the modern globalized world.

The study concludes that human resource business partner tends to effectively make

use of metrics in terms of making business cases and assessing the performance of the

Page 50

programs pertaining to human resource. Also, the perceived managerial utility of the

managers made part of the study suggests that the human resource business partner provides

creative solutions for pressing problems of the workforce and in doing so it makes persuasive

case about the need for new workforce human resource strategies as well.

To sum it up, the present study suggests that the human resource business partner has

the fundamental understanding of the business and the practical techniques which are needed

to execute the strategies of human resource in an effective manner.

Conclusion and Limitation

This study sought to analyze the role of human resource business partner in the

modern day business, with specific focus on the business arena of Pakistan and envisaged to

highlight the impact which the implementation of HR business partner has on the

productivity of the organization. The study featured the evolution of human resource from a

traditional viewpoint to the modern day transformed version which is more strategic and

business oriented in its scope. Making effective use of the present study, research and

theories certain aspects pertaining to the subject matter were analyzed and it was concluded

that the scope of human resource business partner in Pakistan is limited to date, however the

potential to increase is significant. There is limited knowledge pertaining to the subject matter

in Pakistan, however the implementation of HRBP in organizations have shown significant

improvements in terms of productivity. HRBP has been concluded to have a more holistic

view towards business, as compared to the limited role of traditional human resource and has

been coined as an integral aspect to survive effectively in the modern world of business

arena.

The first and the foremost limitation of the study is the inability to add a wide array of

perspectives to the study, all of which would have added more data and considerations to the

Page 51

present study. This limitation has been primarily because of the time constraints and budget

constraints. Secondly, all of the interviews and questionnaires were carried out in the region

of Karachi. Other regions of the country might have varying opinions pertaining to the

subject matter, thus the results of the study may differ when considered on a holistic level

from the country’s perspective.

In short, the study shows the awareness of HR Business Partner role as they works closely

with their respective business leads and provides proactive solutions to help them meet all

people objectives. HR Business Partner maintains a positive relationship with employees and

all facets of HR to develop the new business processes and improve the existing ones. HR

Business Partner ensures effective delivery of all HR components both strategic and

operational through various HR Units. Developed & maintained organogram(s) of the

planed/projected business need of respective business unit. Work closely with the Training

department and identify specific Training needs of the respective Business Unit. Responsible

for guiding Business unit management through HR change process and promote organization

values. Review organizational health to identify challenges & priorities aligned to business

plans. Ensure compliance to HR policies and processes across the organization. But still most

of the Pakistani organization lacks in implementing its true concept.

.

A future direction to the present study may seek to incorporate a number of aspects

into considerations to increase the scope of the study. This may include the perspective of

employees and their response towards the implementation of HR Business Partner, and how it

affects their work performance. Whether it is the changing role of HR in the organization that

impacts their performance, or are there any other aspects which have a significant increase in

Page 52

the productivity. Finally, by incorporating other factors and structures into consideration, a

better and a wider picture of the entire scenario may be presented.

Page 53

References

Alvesson, M. (2002). Postmodernism and social research. Buckingham: Open

University Press.

Amaratunga, D., Baldry, D., Sarshar, M., & Newton, R. (2002). Quantitative and

qualitative research in built environment: application of "mixed" research approach.

Work Study, 51 (1), 17-31.

ANZSIC. (2008). Industry classification enters 21st century.

fromhttp://www.abs.gov.au/ausstats/abs@.NSF

Banks, A. (2007). The talent revolution takes off. Human Resources, 11(5), 2-5.

Beatty, R. W., &Schneier, C. E. (1997). New HR roles to impact organizational

performance: From ―partners‖ to ―players‖. Human Resource Management, 36 (1),

29-37.

Beer, M. (1997). The transformation of the human resource function: Resolving the

Bloom, N., &Reenen, J. V. (2011). Human resource management and productivity.

Handbook of labor economics, 4, 1697-1767.

Brockway, S. (2007). The Art of Business Partnering. Strategic HR Review, 6(6),

pp.32-35.

Caldwell, R. (2003). The Changing Roles of Personnel Managers: Old Ambiguities,

New Uncertainties. 40 (4), 983-1004.

Caldwell, R. (2003). The Changing Roles of Personnel Managers: Old

Ambiguities,New Uncertainties. 40 (4), 983-1004.

Chen, C. J., & Huang, J. W. (2009). Strategic human resource practices and

innovation performance—the mediating role of knowledge management capacity.

Journal of Business Research, 62(1), 104-114.

Cheney, D. (2002, September 09). Resurrecting the economy: From time to time,

insight presents verbatim transcripts of significant statements by the nation’s leaders.

These Are Excerpts from Remarks Made by Vice President Richard Cheney on

August 07 to the Commonwealth Club of California at the Fairmont Hotel in San

Francisco. Insight on the News, 18, 32+. Retrieved April 11, 2005, from Questia

database, http://www.questia.com

CIPD. (2007). The Changing HR Function. Survey report September 2007. Chartered

Page 54

Conner, J., & Ulrich, D. (1996). Human resource roles: creating value, not rhetoric.

Human Resource Planning, 19 (3), 38-49.

Denzin, N. (1989). Interpretive Interaction. Sage .

Dubois, D. D. (2010). Competency-based human resource management. Nicholas

Brealey Publishing.

Farndale, E., &Paauwe, J. (2007). Restructuring the HR Function: HR Shared Service

Centers in the Netherlands,’ in Technology, Outsourcing and HR Transformation.

Oxford: Butterworth Heinemann.

Farndale, E., Paauwe, J., &Boselie, P. (2010). An exploratory study of governance in

the intra-firm human resources supplies chain. Human Resource Management, 49 (5),

849-868.

Francis, H. & Keegan, A. (2006). The changing face of HRM: in search of balance.

Human Resource Management Journal, 16(3), pp. 231-249.

Gatewood, R. D., Feild, H. S., &Barrick, M. R. (2010). Human resource selection.

Cengage Learning.

Guest, D. E. (1990). Human resource management and the American dream. Journal

of

Guest, D. E. (2011). Human resource management and performance: still searching

for some answers. Human Resource Management Journal, 21(1), 3-13.

Harzing, A. W., &Pinnington, A. (Eds.). (2010). International human resource

management. Sage.

Horan, P., & Vernon, P. (2003). Expanding HR's Global Potential - Shared Service

Centers in Multi-Country Regions. Compensation & Benefits Review , 45-53.

Hosking, A. (2006, March). Business strategy and HR. HR future.

Hunter, I., & Saunders, J. (2005). Transforming HR: How to Get Shared Services,

Outsourcing and Business Partnering to Deliver What You Want. London:

Thorogood.

Hunter, I., Saunders, J., Boroughs, A., & Constance, S. (2006). HR Business Partners.

Ashgate Publishing Group.

Institute of Personnel and Development: London.

Internal consultants and the limits to professionalization. Human Relations, 6(8),

Iqbal, M.Z. (2007). Training Needs Assessment: Its impact on improvement of

Human productivity in Pharmaceutical Organizations of Pakistan. Ph.D. (HRD)

Dissertation, National University of Modern Languages, Islamabad.

Page 55

Lambert, A. (2009). The Effective HR Business Partner. Work group report

Langemar, P. (2008). Kvalitativforskningsmetodipsykologi: - attlåta en

världöppnasig. Liber: Stockholm.

Lawler, E., &Mohrman, S. (2003). HR as a Strategic Parnet: what does it take to

make it happen? Human Resource Planning, 15-29.

Lawler, E., &Mohrman, S. (2005). Human Resource Consulting. Louiseville:

Transcontinental Pringting Inc.

Lawler, E., Ulrich, D., Friz-enz, J., & Madden, J. (2004). Human Resources Business

Process Outsourcing. San Francisco: Jossey-Bass Inc.

Lemmergaard, J. (2008). From administrative expert to strategic partner. Employee

Relations, 182-196.

Management Studies, 27(4), 377-397.

Mathis, R. L., & Jackson, J. H. (2011). Human resource management: Essential

perspectives. Cengage Learning.

McCracken, M. & Heaton, N. (2012). From tucked away too joined at the hip:

understanding evolving relationships within the HRBP model in a regional energy

company. Human Resource Management Journal, 22(2), pp. 182-198.

Pareek, U. (1983) Education and Human Resource Development, Bombay: Allied

Publishers Pvt. Ltd.

Rao T.V (1988) Alternative Approaches and Strategies of Human Resource

Development. New Delhi: National HRD Network Office.

Rothwell, W. J., Hohne, C. K., & King, S. B. (2012). Human performance

improvement. Routledge.

Schuler, R., & MacMillan, I. (1984). Gaining competitive advantage through human

resource practices. Human Resource Management, 23, 241-255.

Ulrich, D. (1995). Shared Services: From Vogue to Value. Human Resource Planning,

18 (3), 12-23.

Ulrich, D. (1997). Human Resource Champions – The Next Agenda for Adding Value

and Delivering Results. Boston: Harvard Business School Press.

Ulrich, D. (1998). Delivering Results. A New Mandate for Human Resource

Professionals. Boston: Harvard Business School Press.

Ulrich, D., &Brockbank, W. (2005). HR value proposition. Boston: Harvard Business

Press.

Ulrich, D., &Brockbank, W. (2005). Role call. People Management, 11 (12), 24-28.

Page 56

Ulrich, D., &Brockbank, W. (2009). The HR Business-Partner Model: past Learnings

and Future Challenges. People & Strategy, 32 (2), 5-7.

Ulrich, D., & Ulrich, D. (1997). Human resource champions (pp. 163-170). Boston,

MA: Harvard Business School Press.

Ulrich, D., Brockbank, W., & Johnson, D. (2009). The role of strategy architect in the

strategic HR Organization. People & Strategy, 32 (1), 24-31.

Ulrich, D., Yeung, A. K., Brockbank, W., & Lake, D. G. (1995). Human resource

competencies: an empirical assessment. Human Resource Management, 34 (4), 473-

495.

Varadan. M.S (1987) HRD in Plantations Shared Concern for the Helpers Labor. The

Hindu, October. P.3

Wright, C. (2008). Reinventing human resource management: Business partners,

Wright, P. M., & McMahan, G. C. (2011). Exploring human capital: putting ‘human

‘back into strategic human resource management. Human Resource Management

Journal, 21(2), 93-104.

Page 57

Appendix

Questionnaire

Given below are certain statements pertaining to Human Resource Business Partner and its

impact upon reviewing the business goals and vision. For each statement, kindly specify your

level of agreement or disagreement by putting a check in the appropriate box (Tick only one

for each)

S.# Question Strongly

AgreeAgree

Neu

tral

Disagre

e

Strongly

Disagree

1.

HRBP provides creative

solutions for pressing

workforce problems

2.

HRBP makes persuasive case

about the need for new

workforce human resource

strategies.

3.

HRBP takes the initiative a

proposing new business and

human resource strategies.

4.

HRBP effectively uses metrics

in making business cases and

assessing the performance of

human resource programs

5.

HRBP has the fundamental

understanding of the practical

techniques needed to execute

the human resource strategies

6.HRBP provides tailored

situation to the business needs.

7.

HRBP enacts and articulates

the knowledge of potential

strategies to solve long-term

human resource problems

Page 58

8.

The major focus of HRBP is

towards continuous business

improvement as compared to

the traditional HR’s focus of

human resource function

9.

Business knowledge of HRBP

increases the scope and its

importance towards the overall

aim of the business.

10.

HRBP tend to leverage their

holistic business view and

abilities across the entire team

which has a positive impact on

the outlook of employees

throughout the organization.

Page 59

Page 60