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    Becoming an HR strategic partner: tales of transition

    Pritchard, Katrina (2010) Becoming an HR strategic partner: tales of transition. Human Resource Management Journal 20 (2), pp. 175-188. ISSN 0954-5395.

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    Abstract

    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’.

    Metadata

    Item Type: Article
    School: School of Business, Economics & Informatics > Organizational Psychology
    Depositing User: Katrina Pritchard
    Date Deposited: 30 Apr 2013 10:00
    Last Modified: 10 Feb 2021 16:11
    URI: https://eprints.bbk.ac.uk/id/eprint/6477

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