The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies
DOI:
https://doi.org/10.18568/1980-4865.13328-41Keywords:
Strategic Partnership, Human Resource Management, Line ManagersAbstract
The aim of this article is to compare the characteristics of the partnering model between the human resource management (HRM) area and line managers (LM) in national and multinational companies, highlighting significant differences, in particular those relating to professional competence. A survey was conducted with a sample of 99 respondents. The data collection instrument was developed based on the study of Holley (2009) and the CRANET Network (Fischer & Amorim, 2015). The data analysis consisted of two stages. In the first, Hypothesis 1 (H1) was tested by means of bivariate analysis. In the second, logistic regression was applied to test Hypotheses 2, 3, 4 and 5. No significant differences were found between the partnering models for human resource management and line managers according to the type of company. However, significant differences were identified between the types of companies in the following aspects: use of information technology, knowledge of HRM processes and the competencies required to act as a strategic partner. The aim is to contribute to the field of HRM by understanding better its strategic importance and making the partnership between HRM professionals and LM more efficient.
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