Antecedents and Effectiveness of Human Resource Business Partner Performance: Evidence from Banking Sector of Pakistan

The lack of synergy between the HRM functions and the ambiguity of human resources business partnering (HRBP) role are significantly blocking the way of HR professionals to become business partners. The paper proposed a theoretical framework, based on Ibrahim (2015) model focusing on the antecedents of HRBP performance, and further link HRBP performance to Organizational Performance and effectiveness. We proposed that factors such as having HR Business Knowledge by Management, Top Management & Line Manager support to HRBP, Management understanding of HRBP’s Role, and Synergy between HRM practices, positively affect the performance of HRBP, and better performance would lead to increased Organizational Performance and effectiveness. To establish the empirical validity, we conducted a self-administered study, from 250 employees belongs to HR top management, line managers, and professionals working in the banking sector. Data were analyzed using confirmatory factor analysis and structured equation modeling. The results showed that among other factors, Synergy between HRM practices has a positive and significant influence on HRBP performance. However, HRBP performance positively and significantly affects both Organizational Performance and effectiveness. The findings revealed that HRBP would play an important and positive role to achieve goals, implement HR strategy, and also increased Synergy between HRM functions makes HRBP performance more effective.