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Media type:
E-Article
Title:
Becoming an HR strategic partner: tales of transition
Contributor:
Pritchard, Katrina
imprint:
Wiley, 2010
Published in:Human Resource Management Journal
Language:
English
DOI:
10.1111/j.1748-8583.2009.00107.x
ISSN:
0954-5395;
1748-8583
Origination:
Footnote:
Description:
<jats:p>This article aims to bridge the gap between previous examinations of HR strategic partnership from a role perspective and an emerging interest in the social construction of identity. I consider ‘strategic partner’ as a local, flexible social construction framed by the broader occupational context. Based on a year‐long ethnographic study, I examine the experiences of HR practitioners ‘becoming’ strategic partners, considering the themes of becoming strategic, becoming a partner and remaining a generalist. Practitioners depict becoming strategic as a ‘release’ from previous constraints, with becoming a partner positioned as filling a gap created by clients' deficiencies in people management. Meanwhile, tensions develop as strategic partners attempt to retain a say in transactional issues. I reflect on the resulting practical issues while also considering the role of HR practitioners in, in the words of Helen Francis, ‘the dynamic and socially complex nature of HRM’.</jats:p>