The right strategy? Examining the business partner model’s functionality for resolving Human Resource Management tensions and discussing alternative directions

Fabiola H. Gerpott

Zeitschrift fuer Personalforschung. German Journal of Research in Human Resource Management, 2015, vol. 29, issue 3-4, 214-234

Abstract: A large number of organizations restructured their Human Resource Management (HRM) departments according to their interpretation of Ulrich’s (1997) business partner model into strategic business partners, centers of expertise and shared service centers. I argue that this approach could gain widespread acceptance in organizational practice because of its functionality in addressing tensions inherent in HRM. I relate to paradox research and categorize contradictory HRM demands into tensions of (1) identity, (2) learning, (3) performing and (4) organizing. The implementation of the business partner model resolves these tensions in the short-term by addressing the opposing forces separately. Yet, these resolution strategies are not sustainable and threaten the long-term impact of HRM. I discuss the shortcomings of the business partner model and explore how organizational actors can reframe HRM work to embrace the multifaceted nature of HRM.

Keywords: business partner model; paradoxes; tensions; Human Resource Management (search for similar items in EconPapers)
JEL-codes: M10 M12 M14 (search for similar items in EconPapers)
Date: 2015
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