Designing HR Organizational Structures in terms of the HR Business Partner Model Principles from the Perspective of Czech Organizations

Marek Stříteský and Martin John David Quigley

Central European Business Review, 2014, vol. 2014, issue 1, 42-50

Abstract: This paper describes new trends related to the concepts contained in HR organizational structures within Czech organizations. In addition, it describes the specifics of the roles played by HR in those organizations which have transformed their HR departments in terms of the principles of the HR Business Partner Model, both in theory based on available resources, and at the practical level based on the results of primary examination. The goal of this paper is to present the key perceptions of the changes made in the HR structure within the organizations, as well as the impact of these changes on the effectiveness of the HR departments concerned. Another goal of the paper is to summarize the responsibilities of the newly created position known as the HR Business Partner in these organizations as well as the demands placed upon the personnel employed in the HR Business Partner role. The paper offers conclusions based on the results of both quantitative and qualitative surveys. It also contains a case study of one organization which has one of the best transformed HR departments, and whose services are classified, by internal clients, as being of high quality.

Keywords: HR Organizational Structure; HR Transformation; HR Roles; HR Business Partner; Human Resource Management (search for similar items in EconPapers)
JEL-codes: J21 L22 M12 (search for similar items in EconPapers)
Date: 2014
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DOI: 10.18267/j.cebr.74

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